Four cases across customer support, healthcare, ticketing, and merchant tools. Each one follows the same structure, and each shows a different leadership challenge.
These cases show how I set direction, establish priorities, and build support for change.
Moving Help to new templates could have carried old problems onto a cleaner site. I required every migrated article to be rewritten around one customer task, and held that standard when peers pushed back on capacity.
TradeoffEvery team spent more time on each article. Contractor funding and a structured content repository that automated parts of the rewrite made it workable.
$8M+ annualized new ARR
Read the case →We had started down an incremental backlog. Our Director of Product and I agreed it would not close the gap, so we stopped it and reset the work around three member needs: finding the right care, understanding cost and benefits, and getting help navigating care.
TradeoffNew market-facing features paused for a 14-week sprint program.
+15% sign-ups, +51% service starts
Read the case →Engineering had set a responsive rebuild. I committed the design organization to it as our top priority, paused almost everything else, and embedded designers in engineering squads.
TradeoffMy team strongly objected because we weren’t ready for every mobile decision. Other design work waited, apart from the design system and a couple of critical initiatives.
40% fewer required checkout steps
Read the case →Leadership saw deals as inventory to sell to consumers. I argued for keeping Groupon valuable to merchants after one deal. The journey map won executive approval to rebuild Merchant Center. The merchant satisfaction trend and a speculative prototype then won over the PM who owned the backlog.
What it tookAligning teams in Berlin, the US, and the UK around one plan.
+200 bps merchant satisfaction
Read the case →Let’s talk about the problem, your team, and what a better outcome would look like.