BEUSA had no designer and no design standards. Its analytics were spread across three tools that didn't look or behave alike.

• Sigma and Grafana dashboards had each been built ad hoc, with different layouts and visual styles.
• Galaxy, a newer analytics platform built with Tavant, pulled reports from Sigma, Grafana, and other sources into one place.
• Without a shared foundation, those differences would show up side by side inside a single product, and users would keep relearning every view.

Updating dashboard UI, the work I was hired for, wouldn't fix that. The real problem was the missing system underneath.

I saw that the gap was a missing system, so I built one design system to work across Sigma, Grafana, and Galaxy.

• Tokens: primitive, semantic, and component layers, with light and dark modes. A status color is defined once and means the same thing in every tool.
• Components: KPI cards, status lists, controls, and asset cards, each specified for every state.
• A Sigma design system workbook: the system rebuilt inside Sigma, so builders start from working components instead of a Figma file.
• Documentation and rules: when to use each pattern, plus field rules like "never rely on color alone."

I redesigned every Sigma dashboard, including Performance, NPT (non-productive time), and Maintenance, to one shared structure.

Each dashboard answers the same three questions in the same order: what's happening, why, and what needs to be done. People learn the structure once and can read any dashboard.

Galaxy's interface is card-heavy. Sigma dashboards embedded in it needed to match, or the product would look stitched together.

I tested Galaxy's layouts against what Sigma could actually do, then rebuilt them in Sigma. That surfaced techniques the development team didn't know Sigma supported:

Embedded Sigma dashboards now read as part of Galaxy, not as a separate tool.

When a pump stops reporting, its card stays on screen and says so.

The pump card supports four states: reachable, warning, unreachable, and offline. When the connection drops, the card keeps its place, switches to Unreachable, replaces live values with dashes, and shows when the asset was last seen. A card that disappeared, or showed zeros, would hide the problem.

Status: designed and documented in the system. It hasn't been reviewed with field users yet; that's the next step.

Galaxy's interface is designed by Tavant's team, so consistency depended on them too.

I audited Galaxy's interface, then set UX direction for the build, translating business priorities and user workflows into interface requirements and design standards that Tavant's designers now work to.

I'm putting in place how design work moves at BEUSA, from request to design, review, and handoff, for both the internal development team and Tavant. This part is still rolling out.

About six months in, as the only designer.

• Leadership now looks to me for design direction across BEUSA's analytics tools.
• Still in progress: rolling out the design process, and validating key patterns like the unreachable state with field users.

Kerico, a fast-growing non-emergency medical transportation provider, was losing time and money across fragmented tools.

I led the design team and the product direction for a unified platform covering scheduling, routing, dispatch, billing, and driver coordination.

Operations ran across separate systems for scheduling, routing, dispatch, billing, and driver coordination. Every trip passed through multiple tools and handoffs.

• No way to reassign a ride when something went wrong. Dispatchers had to call drivers and reassign trips by hand, which led to client issues and, in some cases, lost contracts.
• Dispatchers switched between several apps to complete a single task.
• Heavy cognitive load, with dispatchers holding the full picture in their heads.
• Manual, invoice-by-invoice billing that caused errors and slow payments.
• No way to scale as ride volume grew.

The result was rising costs, unreliable service, lost business, and a ceiling on growth.

The company didn't need more software. It needed fewer systems that worked together.

Dispatchers and drivers wanted visibility, predictability, fewer decisions, and fewer handoffs. I made that the product principle: consolidation over expansion. Every feature had to remove a step, a system, or a handoff, and I used that test to decide what made it in.

Under that principle, my team designed one mobile-first platform covering the full trip lifecycle, from booking to payment.

Dispatch and ride assignment

• AI-driven automation that assigns and reassigns rides when a problem comes up, replacing manual calls
• Real-time alerts, driver status, and maps in one view
• Predictive route planning, dynamic rescheduling, and exception handling
• In-app communication between drivers and dispatchers, with clear task states so both sides know where a trip stands

Driver management

• Driver verification, status, and payments in the same system dispatchers already use
• Mileage and payroll generated directly from trip data

Billing and payments

• Client payment processing built in
• Bulk invoicing in place of reviewing invoices one at a time

One connected workflow

Scheduling, dispatch, driver coordination, and billing now live in one platform. My team's work focused on the product workflows and user experience.

When a ride is at risk, the platform reassigns it before it turns into a cancellation.

The most common disruptions were drivers running late and vehicle problems. Before, a dispatcher had to notice the problem, call drivers, and reassign the ride by hand. I designed reassignment to be fully automatic, with every change reported to the dispatcher and open to override, so speed didn't cost them control. Here is one disrupted ride in the new platform.

A new system only works if people use it.

I kept dispatchers and drivers in the process from start to finish, instead of handing them a finished tool.

• Kept dispatchers and drivers involved throughout development, not only at launch
• Ran weekly validation sessions with dispatchers, drivers, and managers
• Tested the system with them and iterated on observed behavior
• Led the rollout with role-based onboarding, on-site support, and continuous feedback loops

I designed the platform to serve future providers, too.

Other NEMT providers had the same problem and no capable system to solve it. I saw a product in that gap and defined patterns and workflows that could extend to them.

• Patterns and workflows that would work for other providers, not only this one
• Integration requirements for healthcare partners and future systems
• A foundation the client could sell as SaaS

Figures are estimates from a before-and-after workflow analysis and from feedback from dispatchers and operations leadership.

• Operational stability created a driver waitlist.
• Ride problems are handled in the system instead of by phone, closing the gap that had cost client relationships.

HPE's Marketplace and Global Promotions platforms drew strong traffic but converted poorly.

Navigation was fragmented, decision paths were unclear, and execution varied from region to region. As a Digital Program Manager, I led the redesign of the information architecture, navigation, and conversion flows. Traffic rose 50% and conversion 30%, as measured by the marketing team.

Two high-traffic platforms were leaving revenue on the table.

HPE Marketplace

• Confusing navigation and product discovery
• A disconnect between HPE.com and the Marketplace
• High abandonment before conversion

Global Promotions microsites

• High traffic but about 2.2% conversion
• Fragmented, campaign-specific landing pages
• No consistent structure for global teams to follow
• Weak paths from interest to action

The result was missed revenue, slow campaign launches, and an inconsistent experience across regions.

My goal was to tighten every funnel and match the structure to how buyers actually decide.

I owned the IA, navigation, and funnel redesign across both platforms, working with product, engineering, analytics, and global stakeholders.

Marketplace

• Reorganized information so buyers could find what they needed faster
• Simplified navigation and product discovery
• Streamlined the key decision workflows
• Built Marketplace access directly into HPE.com navigation, closing the gap between the two

Global Promotions

• Consolidated multiple microsites into a single global promotions hub
• Standardized layouts and call-to-action patterns for every region
• Clarified content hierarchy to move users from awareness to action
• Created reusable design patterns adopted across products and regions

• Iterative design sprints with product and engineering
• Behavioral analysis using real session data and Google Analytics
• A/B tests on layout, call-to-action language, and engagement patterns
• Alignment with regional teams so the new patterns were adopted globally, not just in the U.S. pilot

The result was a repeatable system instead of a series of one-off redesigns.

Using data to guide content

I used Google Analytics to show the five business units I supported which content to update on their pages, and why, including the Global Promotions pages.

Traffic and conversion were measured by HPE's marketing team.

• Faster, more consistent campaign launches for global teams
• Less duplication and rework through standardized UX patterns
• A conversion-focused framework adopted across regions

BP's learning centers had evolved independently, with inconsistent layouts, outdated booking tools, and different approaches to signage and operations.

In Houston, visitors needed help finding rooms, staff handled scheduling conflicts, and some spaces were underused. BP's rebrand also required updated imagery and messaging throughout the center.

I saw an opportunity to address these needs with a coordinated design strategy: improve the Houston experience and create a framework other centers could follow.

I proposed one strategy for the whole network, bringing physical spaces, digital tools, and operations into a single redesign program.

For the Houston launch, I led the vendors on every design workstream and coordinated center staff, architects, IT, brand, and operations. I then worked with other international centers and their local vendors, reviewing designs and providing direction to keep their implementations aligned with Houston's framework.

I used site visits, direct observation, and working sessions with center staff to understand how the environment functioned day to day.

Visitors relied on staff for directions. Staff managed room conflicts and worked around outdated scheduling tools. Layouts and signage varied, and underused areas created opportunities to use the space better. These findings shaped three priorities:

• Support independent navigation

  Make rooms and destinations easier to find.

• Simplify daily coordination

  Reduce friction in booking and scheduling.

• Establish shared standards

  Give each center a consistent starting point for improvements.

I organized the redesign into coordinated workstreams covering booking and scheduling, wayfinding, spaces and flow, and environmental branding. I led the vendors delivering each one. Together, they formed the framework first implemented in Houston and then used to guide changes at other locations.

Booking and scheduling

I led the replacement of legacy room-booking tools with a simpler workflow, reducing the steps required to schedule a room. The focus was to make a frequent operational task easier and address the coordination issues staff encountered in daily use.

Digital and physical wayfinding

I developed a wayfinding approach using interactive floor maps, room and event directories, and "you are here" navigation, supported by physical signage. The goal was to help visitors find their destinations independently and rely less on staff for directions.

Spaces and flow

I led the layout work with architects and vendors to clarify how each space is used and improve movement through the center. Interactive displays brought BP's digital learning content into the physical environment, expanding how the space could support learning.

Environmental branding

I translated BP's updated branding into the center through wall imagery, messaging, and environmental graphics, giving the space a consistent visual identity aligned with BP's rebrand.

Alongside the Houston implementation, I developed shared standards for layouts, signage, and digital tooling to guide work across the learning-center network.

I worked with other centers as they began implementing design changes through local vendors. I reviewed their vendors' designs, gave direction, and kept each implementation aligned with the framework established in Houston.

The project required coordination across physical environments, technology, brand, and operations. My manager recruited me as Scrum Master to lead the team's move to Agile, alongside my design role. I introduced sprint practices and improved how work moved from planning into delivery.

Savings documented in my manager’s reporting. Annual savings are projected, not realized.

• Houston launched with improvements across booking, wayfinding, spatial layouts, interactive displays, and environmental branding in one coordinated redesign.
• International implementation began as other centers applied the Houston framework through local vendors, with my design oversight.
• Wider rollout paused when COVID interrupted the international program.