snapsheet
turning design from bottleneck to business driver
A Cultural Reset That Scaled Confidence, Systems, and Drove Millions in Revenue
snapsheet
turning design from bottleneck to business driver
A Cultural Reset That Scaled Confidence, Systems, and Drove Millions in Revenue
snapsheet
turning design from bottleneck to business driver
A Cultural Reset That Scaled Confidence, Systems, and Drove Millions in Revenue
Context
When I joined Snapsheet, the design team was underperforming, demoralized, and seen as a delivery bottleneck. There was a disconnect between product and design, poor relationships with engineering, and a major enterprise deal was at risk due to the lack of usable UI.
My mandate: rebuild trust, restore team confidence, and establish UX as a strategic force within the organization.
Role: Senior Manager UX/UI
Context
When I joined Snapsheet, the design team was underperforming, demoralized, and seen as a delivery bottleneck. There was a disconnect between product and design, poor relationships with engineering, and a major enterprise deal was at risk due to the lack of usable UI.
My mandate: rebuild trust, restore team confidence, and establish UX as a strategic force within the organization.
Role: Senior Manager UX/UI
Context
When I joined Snapsheet, the design team was underperforming, demoralized, and seen as a delivery bottleneck. There was a disconnect between product and design, poor relationships with engineering, and a major enterprise deal was at risk due to the lack of usable UI.
My mandate: rebuild trust, restore team confidence, and establish UX as a strategic force within the organization.
Role: Senior Manager UX/UI
The Problem We Were Solving
Insurance adjusters were trapped in fragmented, outdated workflows—toggling between multiple disconnected systems while trying to support customers in moments of trauma. Claims processing was slow, inconsistent, and emotionally draining for both adjusters and the people they served. This broken system left teams frustrated, vendors misaligned, and customers without the empathy and efficiency they needed most.
The Challenge
Design team lacked morale, structure, and confidence.
No reliable handoff process or stakeholder communication standards.
Workflow knowledge was fragmented; user insights were limited.
Product design wasn’t tied to business goals or user empathy.
High-stakes client deal depended on improved UX delivery.
My Approach
At Snapsheet, my first priority was rebuilding a healthy design culture. I established a transparent operation with clear expectations and rituals, introducing daily syncs, afternoon ideation sessions, and one-on-one coaching. By empowering designers to give and receive constructive feedback, and stepping in hands-on when needed, I relieved pressure and helped the team regain momentum.
In parallel, I embedded a stronger user-centered practice. I opened up direct access to customers through shadow sessions and interviews, and worked with the team to develop updated personas and journey maps. I trained designers to define information architecture and workflows before wireframing, guiding them away from premature solutioning and toward discovery-led design that was grounded in real insight.
To strengthen cross-functional integration, I brought engineers into the design process earlier, ensuring accurate scoping and shared ownership of discovery. I aligned product, engineering, and design around common goals, introduced consistent story mapping and user story slicing, and formalized component library updates. Throughout, I advocated for giving design the time and space it needed to think before building—transforming the way design, product, and engineering collaborated.
My Approach
At Snapsheet, my first priority was rebuilding a healthy design culture. I established a transparent operation with clear expectations and rituals, introducing daily syncs, afternoon ideation sessions, and one-on-one coaching. By empowering designers to give and receive constructive feedback, and stepping in hands-on when needed, I relieved pressure and helped the team regain momentum.
In parallel, I embedded a stronger user-centered practice. I opened up direct access to customers through shadow sessions and interviews, and worked with the team to develop updated personas and journey maps. I trained designers to define information architecture and workflows before wireframing, guiding them away from premature solutioning and toward discovery-led design that was grounded in real insight.
To strengthen cross-functional integration, I brought engineers into the design process earlier, ensuring accurate scoping and shared ownership of discovery. I aligned product, engineering, and design around common goals, introduced consistent story mapping and user story slicing, and formalized component library updates. Throughout, I advocated for giving design the time and space it needed to think before building—transforming the way design, product, and engineering collaborated.
My Approach
At Snapsheet, my first priority was rebuilding a healthy design culture. I established a transparent operation with clear expectations and rituals, introducing daily syncs, afternoon ideation sessions, and one-on-one coaching. By empowering designers to give and receive constructive feedback, and stepping in hands-on when needed, I relieved pressure and helped the team regain momentum.
In parallel, I embedded a stronger user-centered practice. I opened up direct access to customers through shadow sessions and interviews, and worked with the team to develop updated personas and journey maps. I trained designers to define information architecture and workflows before wireframing, guiding them away from premature solutioning and toward discovery-led design that was grounded in real insight.
To strengthen cross-functional integration, I brought engineers into the design process earlier, ensuring accurate scoping and shared ownership of discovery. I aligned product, engineering, and design around common goals, introduced consistent story mapping and user story slicing, and formalized component library updates. Throughout, I advocated for giving design the time and space it needed to think before building—transforming the way design, product, and engineering collaborated.
A multi-million dollar contract with a national insurance company was signed—specifically citing design deliverables.
A multi-million dollar contract with a national insurance company was signed—specifically citing design deliverables.
A multi-million dollar contract with a national insurance company was signed—specifically citing design deliverables.
The Outcome
Design team became productive, confident, and self-directed.
A multi-million dollar contract with a national insurance company was signed—specifically citing design deliverables.
Stakeholder trust was restored; engineering collaboration became fluid.
Design capacity expanded, enabling us to support additional client verticals.
Design team became productive, confident, and self-directed.
A multi-million dollar contract with a national insurance company was signed—specifically citing design deliverables.
Stakeholder trust was restored; engineering collaboration became fluid.
Design capacity expanded, enabling us to support additional client verticals.
Impact
Team morale shifted from burnout to belief.
UX maturity increased across the org—from fragmented to collaborative.
Business won key accounts through improved usability and stakeholder trust.
The design process became a model for other internal teams.
Team morale shifted from burnout to belief.
UX maturity increased across the org—from fragmented to collaborative.
Business won key accounts through improved usability and stakeholder trust.
The design process became a model for other internal teams.
What I brought to the table
I brought a hands-on leadership style that balanced empowerment with accountability, rebuilding a broken design culture from the inside out. By aligning user experience with business development, I ensured that design was no longer just a delivery function but a strategic partner. Throughout, I demonstrated a consistent ability to lead through ambiguity—clarifying scope, aligning teams, and advancing design as a driver of both product and business strategy.
Design Leadership in the Age of AI
Synthesizing Research at Scale
Design Leadership in the Age of AI
Synthesizing Research at Scale
Design Leadership in the Age of AI
Synthesizing Research at Scale