I'm a Senior UX/Product Designer who works best when the problem is genuinely hard: AI systems, messy workflows, ambiguous briefs, multi-stakeholder systems where nobody agrees yet on what success looks like.
My hospitality background shaped how I think about service friction. Front-line teams don't experience products as abstract journeys. They experience interruptions, unclear policies, handoffs, urgency, and operational pressure.
That perspective carries into my product work. I design for the people who have to make decisions in real time, explain what happened, and keep work moving when systems are imperfect.
In enterprise, AI, and data products, visual polish matters. Clarity of responsibility, recovery, evidence, and adoption matter more.
Led end-to-end UX design of customer booking and service scheduling workflows tied to retail support and service operations, calendar-driven interaction flows, booking states, and enterprise design system components.
Designed multi-step workflow interactions and AI-assisted analytics interfaces for enterprise data teams, reducing manual reporting time by 50%.
Designed reusable Teams-aligned UI components, scalable Figma design system architecture, and developer-facing UX patterns across the Microsoft 365 ecosystem.
Designed progressive web and mobile applications, led user research and moderated testing sessions, and contributed to internal design system development.
Led UX design of Syncs, a healthcare mobile application. Built a comprehensive design system based on Material Design and collaborated with development teams on data-driven, user-centered experiences.
Designed motion and animation for Kulipari: An Army of Frogs (Netflix animated series), including animation production, title sequences, and pitch deck design. Built interactive content in Rive and redesigned the Kulipari franchise website with immersive animated experiences.
Rebranded e-commerce platform and meal kit service, integrated digital and physical retail experiences, and developed membership loyalty programs bridging online and in-store channels.
Managed and delivered 30+ client projects for brands including Samsung, Innisfree, and MVNO (acquired by Toss), achieving an average 40% increase in user interaction rates across redesigned e-commerce platforms.
Selected for the competitive Oculus Launchpad program, a VR/AR creator initiative supporting diverse developers and designers building immersive experiences.
On the T-Mobile dashboard, three roles (fleet manager, analyst, executive) were sharing one view that served none of them. I split it into role-based defaults with context-preserving role switches. Fleet managers got their action queue at 9 AM. Executives got the weekly view they previously asked analysts to build manually. Time-to-insight for fleet managers dropped 54%. Executive sessions per week rose 38%.
Designing T-Mobile's service-coordination voice AI, the temptation was to maximize automation. Instead I defined explicit capability boundaries: what the AI handles, what it routes to a human, and how the handoff carries context forward. The 12% escalation rate isn't a failure of the AI. It's the system correctly identifying its own limits. Trust comes from honesty about what AI can and can't do.
At Home Depot I used AI-assisted prototyping to move from concept to testable interface in days, not weeks. The team could react to something real instead of debating a deck. Getting to a prototype fast isn't a shortcut. It's how you find the real problem before over-investing in the wrong answer.
My HCI research asks which oversight timing regime best supports accurate human intervention when computer-use agents change workflow state across multiple steps. That's the same question I'm answering when I design Magic Apron's mid-project checkpoints or T-Mobile's AI escalation paths. Research grounded in practice produces better experiments. Practice informed by research produces better designs.
At Home Depot, I used AI-assisted prototyping to move from initial concept to testable interface in under a week. The product and data engineering team had something concrete to react to before any significant engineering effort was committed.
I ran cross-functional alignment workshops connecting AI product, operations, legal, and engineering stakeholders on the voice agent's behavior model before any wireframes existed. That protected T-Mobile's project from late-stage policy redesigns.
At T-Mobile I established a design governance model for the Quantum Design System. Product designers and engineers got self-service guidance for the most common enterprise component decisions. Informal design-review overhead dropped across multiple product teams.
I introduced a pattern of separating 'target metrics' from 'verified outcomes' in case study framing and project documentation. Stakeholder trust improved and metric overstatement dropped across the teams I worked with.