I step in when
the work
isn't right. (opening statement)
Direction
Structure
Delivery
Product
Brand
Teams
I have an ear for music, a heart for people, a passion for adventure, and an eye for design. I rely on the knowledge of others, observation, listening, and instinct. For nearly 20 years, I've worked for advertising agencies of all sizes, boutique shops, and a few tech startups.
IC GROUP
BRAND / DESIGN / EXPERIENCE
CHICAGO BLACKHAWKS
DIGITAL SYSTEM
NDA WIP
BRAND PUSH / COMPLEX UX
TYBA
PRODUCT SYSTEM / DIRECTION
ASTOUND
SITE OVERHAUL
VETSTER
DIRECTION / EXPERIENCE
WESTJET
PRODUCT MILESTONE
The product had grown without a system.
Too many paths. Too many decisions. No consistency.
PROBLEM
GOALS
RESULT
A clear product model
Introduce structure
Product, design and stakeholder alignment
A clear product model
Multiple tools behaving differently
No shared interaction logic
UI inconsistencies across key flows
Users forced to interpret instead of act
– Fewer paths
– Clearer States
– Consistent Interaction Logic
– Navigation
– Decision points
– UI patterns
– Reduced debate
– Faster execution
– Shared standards
Fragmented → unified
Complex → guided
Inconsistent → structured
– Clearer product experience
– Faster team execution
– More consistent output
– Easier to scale
CHICAGO BLACKHAWKS
A legacy brand brought into a consistent digital system for youth hockey.
Disconnected brand expression across channel
Inconsistent typography and layout
No shared structure between content and product
Visual identity not translating into digital
PROBLEM
What I Changed
Defined a clear digital brand approach:
Consistent tone
Simplified hierarchy
Stronger visual control
Built a scalable framework:
Typography rules
Layout structures
Reusable components
Aligned stakeholders and teams:
Unified execution
Reduced inconsistencies
Clearer standards
Fragmented → cohesive
Disconnected → unified
Inconsistent → controlled
RESULT
Stronger brand consistency across digital
Improved clarity and cohesion
Scalable system for future work
JEEP
A complex journey simplified into a clearer experience.
The customer journey was fragmented across multiple platforms, creating friction in the purchase experience.
PROBLEM
Disconnected touch-points across web and product
Inconsistent flow between discovery and decision
Lack of clarity in key decision moments
Experience did not reflect evolving user expectations
What I Changed
Helped shape a clearer experience model:
Simplified pathways
Improved decision flow
Reduced friction
Supported consistency across:
Navigation
Interaction patterns
Content structure
Worked across teams to:
Align flows and priorities
Improve continuity
Strengthen execution
Complex → clear
Disconnected → cohesive
Fragmented → aligned
RESULT
Improved usability across the journey
More consistent cross-platform experience
Stronger alignment between product and customer needs
WESTJET
A growing product aligned through structure and execution.
A growing digital product with inconsistent structure across key customer journeys.
PROBLEM
Core booking and trip flows lacked consistency
UI patterns varied across features and platforms
Critical moments (search, selection, confirmation) were fragmented
Teams were working in parallel without a shared system
Execution quality varied depending on team and timeline
What I Changed
Helped define a clearer product experience approach:
Simplified the booking and decision flow
Clarified user states across search → selection → confirmation
Reduced unnecessary steps and cognitive load
Introduced more predictable interaction patterns
Brought consistency to how the product was built:
Aligned UI patterns across booking, account, and trip management
Introduced structure to layout, hierarchy, and spacing
Reduced variation in component behavior
Supported reuse instead of one-off solutions
Worked across teams to improve execution:
Partnered with product, engineering, and internal stakeholders
Helped unify how decisions were made across teams
Reduced friction between design and delivery
Supported high-volume production without sacrificing consistency
Inconsistent → structured
Fragmented → aligned
Reactive → system-driven
RESULT
More consistent experience across key product flows
Improved usability in high-impact customer journeys
Stronger alignment across teams and delivery
Better foundation for scaling the product over time
Airline products operate under high complexity:
Multiple edge cases (routes, pricing, availability)
Real-time decision pressure from users
High volume of transactions
Small inconsistencies compound quickly. The work focused on reducing that friction at scale.
IC Group
A growing product aligned through structure and execution.
A growing digital product with inconsistent structure across key customer journeys.
PROBLEM
Core booking and trip flows lacked consistency
UI patterns varied across features and platforms
Critical moments (search, selection, confirmation) were fragmented
Teams were working in parallel without a shared system
Execution quality varied depending on team and timeline
What I Changed
Helped define a clearer product experience approach:
Simplified the booking and decision flow
Clarified user states across search → selection → confirmation
Reduced unnecessary steps and cognitive load
Introduced more predictable interaction patterns
Brought consistency to how the product was built:
Aligned UI patterns across booking, account, and trip management
Introduced structure to layout, hierarchy, and spacing
Reduced variation in component behavior
Supported reuse instead of one-off solutions
Worked across teams to improve execution:
Partnered with product, engineering, and internal stakeholders
Helped unify how decisions were made across teams
Reduced friction between design and delivery
Supported high-volume production without sacrificing consistency
Inconsistent → structured
Fragmented → aligned
Reactive → system-driven
RESULT
More consistent experience across key product flows
Improved usability in high-impact customer journeys
Stronger alignment across teams and delivery
Better foundation for scaling the product over time
Airline products operate under high complexity:
Multiple edge cases (routes, pricing, availability)
Real-time decision pressure from users
High volume of transactions
Small inconsistencies compound quickly. The work focused on reducing that friction at scale.
TVO
A growing product aligned through structure and execution.
A growing digital product with inconsistent structure across key customer journeys.
PROBLEM
Core booking and trip flows lacked consistency
UI patterns varied across features and platforms
Critical moments (search, selection, confirmation) were fragmented
Teams were working in parallel without a shared system
Execution quality varied depending on team and timeline
What I Changed
Helped define a clearer product experience approach:
Simplified the booking and decision flow
Clarified user states across search → selection → confirmation
Reduced unnecessary steps and cognitive load
Introduced more predictable interaction patterns
Brought consistency to how the product was built:
Aligned UI patterns across booking, account, and trip management
Introduced structure to layout, hierarchy, and spacing
Reduced variation in component behavior
Supported reuse instead of one-off solutions
Worked across teams to improve execution:
Partnered with product, engineering, and internal stakeholders
Helped unify how decisions were made across teams
Reduced friction between design and delivery
Supported high-volume production without sacrificing consistency
Inconsistent → structured
Fragmented → aligned
Reactive → system-driven
RESULT
More consistent experience across key product flows
Improved usability in high-impact customer journeys
Stronger alignment across teams and delivery
Better foundation for scaling the product over time
Airline products operate under high complexity:
Multiple edge cases (routes, pricing, availability)
Real-time decision pressure from users
High volume of transactions
Small inconsistencies compound quickly. The work focused on reducing that friction at scale.