The work

Before any AI shipped, I built the foundation: customer research, defined workflows, and success metrics. Then I took AI from governed exploration to product, designing for trust, transparency, and control.

A legacy small-business product the company had let slide. I rebuilt the UX team, brought research into a ticket-taker culture, and found the real problem was fragmented workflows, not missing features.

GoTo had no research function and no structured way to reach customers. I built the Insiders Program from zero: a three-tier customer ecosystem wired into product decisions.

Cox Automotive's dealer reporting had failed twice, and dealers re-checked every number in Excel. I insisted on research, lived at dealerships, and reframed the work around one goal: earn dealer trust in the numbers.

Customer Engagement launched the week I joined, and almost nobody used it. Research showed we'd built the wrong thing. We reframed it into a CX platform, then I pushed the shift to an industry vertical, automotive dealerships, and laid the groundwork myself before it had a team.

A map-based dealer analytics platform was built as a flat site, and dealers couldn't tell what it was for. In two months I redesigned the whole experience around how dealers think: Market → Group → Rooftop.