The product reflected organizational silos more than customer needs. Teams worked independently, research was rarely used, design systems didn't exist, and every release became harder to maintain.

The interface reflected the organization behind it.Improving the experience meant improving the way the organization designed products.

I rebuilt the design organization around research, collaboration, content strategy, shared standards, and scalable systems. We modernized tools, established evidence-based decision making, unified four design organizations, and partnered with engineering to establish the foundation for an enterprise design system.

The transformation extended far beyond the product itself. It changed how teams collaborated, how decisions were made, and how design scaled across one of the world's largest consumer software platforms—creating a framework that continued to improve customer experiences long after individual projects shipped.