Provide strategic UX, Product and growth consulting services to a diverse portfolio of businesses, and emerging startups. Specializing in:

• Customer Retention & Growth: Developed and implemented strategies to increase customer retention, drive lead generation, and enhance customer lifetime value.

• Digital Product Transformation: Delivered impactful UX solutions, focusing on improved aesthetics, accessibility, and overall user satisfaction for existing digital products.

• AI-Powered Innovation: Leveraged cutting-edge AI tools (Figma, v0 Dev, Bolt, Cursor) to accelerate MVP development, validate hypotheses, and achieve rapid ROI for early-stage ventures.

• Community Engagement: Actively engaged with local communities through volunteer partnerships with ASU Poly Tech, ASU EdPlus Innovation Centers, Venture Cafe, Flinn Foundation and other startups, fostering a collaborative and supportive ecosystem.

Arrivia is a world leading travel membership and loyalty company. They span from B:B, B:B:C and D2C offering compelling membership and loyalty programs offered by a white labeled mobile responsive SaaS product.

As Executive Director my role and responsibilities span from Strategic collaboration to tactical levels to enable Product & Engineering teams. Starting with the strategic vision and our value proposition, I work with various Senior Leadership members for their individual initiatives and ones that are shared organization wide. This materializes in various workshops facilitated by me such as Service Blueprints or Journey Mapping, Affinity Mapping, or working with the UX team to produce conceptual designs to illicit discussion. This does include risk mitigation, user behavior analytics and taking on special projects with an innovative and lean approach. Even though some of these initiatives may be siloed, it’s UX’s and my responsibility to ensure we’re providing users’ a consistent and usable experience.

Tactically I interact with many Product and Engineering leaders to ensure requirements and dependencies are outlined. This also includes risk mitigation when it could be cross team or platform dependent. The focus is to set up the teams who will be executing for success. At times this does include identifying key research or iterative design needs so the UX team can avoid impeding throughput for key time sensitive deliverables. Miro jam sessions occur frequently to ensure all stakeholders and collaborators are aligned and serves as a playbook for many contributors. As a UX team, we have our own Design Sprints and collaboratively we survey all the incoming work, discuss requirements and design a vision from a low fidelity perspective. I like to articulate this as guard rails for success.

As Director of Product Experience, my key responsibilities encompassed both UX and Product Management, reporting into the CTO. Focused on design thinking methodologies, with an emphasis on qualitative and quantitative measures to discover problems prior to solutioning. For short term projects with an aggressive deadline, validation research followed the release to identify iterative improvements in a lean methodology of software development. My team consisted of Research, Design and Product,to lead our Technology teams to execute key strategies, roadmap, managing key SOPs such as Style and Experience Guide, Agile Playbook, and the SDLC.

Daily responsibilities include data analysis to drive decision making to Executive Leadership, risk mitigation, analyzing user behavioral and adoption data, and to prioritize the roadmap from internal and external feedback channels. Part of the role included merging silos through collaboration and communication with Legal, Marketing, Sales, Supply Chain, Customer Success, Service Provider Management and Client Relations. Technology serves as that unifying platform to solve key operational and communication problems to meet both business needs and user requirements.

It was imperative to keep harmony of all the moving parts, to meet the needs and expectations of our stakeholders, clients and users, strengthening our value propositions and key differentiators, while exploring candidate revenue streams through innovation. I like to remind my team, and all of the Technology department, that we should strive for ‘one band, one sound’ and we’ll make beautiful products together.

Key Accomplishments

* Launch of VixxoLink Mobile and Web platforms while sunsetting legacy platforms

* IoT service based mobile and web app built by ethnographic research

* Led both Product and UX departments through the pandemic across all silo’d depts for functionality requests, prioritization and compliance efforts

InEight Software, a leader in large capital project management software for the construction industry, has been delivering solutions for over 20 years. As part of the Project Cost Management portfolio of Estimate, Control, Schedule, Bid, that integrated I also wore many hats: Designer, Mentor, Manager, Leader, Cultural Ambassador, Innovation strategist, User Researcher, Agile advocate, touching all the spectrums at InEight, to forge end user experience for our customers and company.

Key Responsibilities and Accomplishments

* Managed a diverse portfolio of products, including Control, Estimate, Core, Reporting, Contract, Change, and Quantify

* Directly managed a team of 7 UX Designers, overseeing discovery research, ideation, and design processes

* Mentored the UX dept. for interaction design, emphasizing principles, SOP, and conflict resolution

* Shaped InEight’s vision through strategic research initiatives, customer requirements gathering, and analytics

* Managed the user research department, covering both qualitative and quantitative research

* Spearheaded deep-dive learnings and product initiatives based on customer on-site research

* Co-led an innovation program to explore additional revenue streams beyond core offerings with Machine Learning and AI training for project cost forecasting

* Championed the Software Development Life Cycle (SDLC) to ensure timely, quality delivery

* Served as a Cultural Ambassador, promoting core values within the global organization

* Analyzed employee satisfaction survey data, providing valuable insights and recommendations to leadership.

Newly formed Heat Software (now Ivanti), the merger of Lumension and FrontRange, is focused to serve customers with a new tier of operational and security management of their infrastructure. Unified Endpoint Management is a relatively new segment in the marketplace where Administrators can survey their entire operational landscape, from employees to customers, and manage operations and security.

Key Accomplishments

* Stabilized the UX dept. through the merger

* Launched a 1.0 white label SaaS endpoint patch product for small to medium sized businesses with intelligent endpoint patch capabilities and mesh networking