As Group Design Manager for Meta's Enterprise Infrastructure, Security, & Analytics (EISA) division, I led a distributed team of designers across 14 product portfolios serving engineers. The core challenge was repositioning Design from Level 1 (basic producers) to Level 3 (strategic architects). I inherited a talented team that needed better infrastructure to scale its impact. I implemented my Scalar Leadership Approach, a framework that treats design leadership not just as people management, but as the active design of organizational conditions. The goal was to build "Design Currency," moving the team from an execution partner to a strategic driver.

Scale Deep: Designing the People Systems

At Meta, "Scale Deep" meant transforming the team from a group of individual contributors into a resilient, cohesive unit. I moved away from ad-hoc management and architected a predictable ecosystem for growth and safety. I introduced rituals for team health and systems for individual growth that prioritized psychological safety and rapid skill acquisition.
I operationalized design rituals with a Design Team Resilience Plan centered on cross-training and rotating leadership to eliminate single points of failure. I established key rituals including Design Muscle (bi-weekly skill-building), Product Teardowns (cross-functional analysis), continued Design Crits for active feedback, and the Design Digest to educate stakeholders within the Meta ecosystem. I also redesigned the Onboarding Experience to accelerate new-hire integration.
Additionally, I launched an Individual Growth Infrastructure featuring Learning Portfolios that track expertise. I encouraged a "2-3 Growth Areas" quarterly rule and implemented Accomplishment Pages to document wins, ensuring individual contributions were visible organization-wide via the Applaud Program I instituted. My operational enhancements immediately built trust within the previously siloed team, raising team cohesion and establishing a culture of psychological safety.

Scale Wide: Designing the Collaboration Systems

Due to the siloed nature of the early-day work, I aimed to remove the "black box" nature of design. I needed to make design accessible to leadership and build a distributed system for design thinking to improve the visibility of design work across the organization.
Collaboration Systems: To remove friction, I contributed to implementing a Service Offering Framework with a Tier Selection Matrix that helped partners self-diagnose needs (Limited vs. Comprehensive) before requesting resources. I also launched the Product Catalog System, working with the design team to create documentation artifact types (such as Personas, use cases, and user engagement states) for over 12 product portfolios. Additionally, I introduced Minimum Viable Research (MVR) protocols to unblock design teams and enable rapid research due to engineering constraints. To scale design thinking, I authored Research and Process Handbooks to demystify methodology and encouraged continued publishing in the Design Digest to give visibility to design decisions.
Together, we optimized processes and improved design workflows, creating the foundation for the design team to build credibility and establish itself as a key strategic asset integrated with engineering and product management.

Scale Up: Designing the Organizational Systems

The final phase was transforming Design from a service provider into a strategic operating system. This goal requires long-term transition thinking and comes with failures along the way. A success I was proud of is the transition of the design team from "invisible excellence" to visible organizational infrastructure. I utilized a "Design as OS" model, treating our team as the Kernel, our frameworks as Libraries, and our processes as APIs for the EISA organization.
To position design as an operating system, I built the EIS Design Hub and the P&D Resource Hub, creating a central ecosystem of resources. I structured intelligence into a 4-Layer Knowledge System (Individual → Team → Product → Organizational) and socialized the Scalar Leadership Approach to align leadership on maturity. I integrated the Design Team Roadmap (H1/H2) into business planning, established Design Pulse for executive communication, and launched the Applaud System to recognize influence. Additionally, I implemented PLG Design Metrics (Acquisition/Engagement/Growth) to demonstrate the business value of design, a project I was leading at the time of my resignation to complete my PhD dissertation.
These actions provide a window into my time at Meta and the practical applications of the scalar framework, which aims to increase strategic involvement, shifting design from a service provider to a strategic driver.

Design Programs & Actions

I ran hands-on workshops that created direct dialogue between government officials, civil society representatives, and citizens and enabled local teams to drive innovation. These sessions, both online and in-person, became crucial spaces for co-creation and for building trust among stakeholders. I also developed training modules that helped practitioners implement LGID principles in specific contexts. The program emphasized knowledge sharing and mutual learning. I extended our reach by building partnerships with NGOs, academic institutions, and government agencies across Africa and the Americas, creating a network of change-makers committed to improving governance.

Leadership Impact

I built foundational resources and training materials that governance innovators could immediately implement, while establishing an active community of practice where practitioners across multiple continents share challenges, insights, and methodologies. I positioned LGID as a replicable framework that extends beyond initial partner countries, reshaping how design thinking applies to governance challenges in emerging economies. Strategic documentation transformed isolated interventions into a sustainable knowledge-sharing platform, enabling practitioners to adapt methodologies to their local contexts and drive locally appropriate citizen engagement. My work established LGID as an emerging, recognized methodology in governance innovation, moving African governments away from traditional Western intervention models toward place-based, culturally grounded approaches that increase the probability of sustainable, locally driven innovation.

Team & Leadership Responsibilities

While consulting for Consumer Reports as a research director, I needed to expand its digital offerings while maintaining its gold standard for consumer-focused research. This meant transforming traditional research approaches into agile, data-driven processes without compromising the thorough, reliable consumer research that built the company’s reputation. I led research initiatives, supported six research and design teams, and embedded research units within product teams while maintaining centralized standards. By implementing standardized methodologies and automated frameworks, I helped the broader research and design teams transform product development.

Design Programs & Actions

I built a centralized research platform that unified fragmented processes across six research and design teams, deploying automated analysis frameworks and standardized methodologies that accelerated insight generation by 30% and enabled data-driven product decisions. By implementing a centralized participant management infrastructure, I improved data accuracy and accelerated research-to-design cycles by 20%, streamlining the pipeline from discovery to deployment. I directed end-to-end UX research and strategy for Upkept, a home maintenance platform, and CRInvest, a financial advice tool, conducting market validation studies and competitive analysis that achieved 28,500+ user registrations and earned a Webby Award nomination for innovation and user experience. My systematic approach to competitive analysis and market positioning became adopted as the standard framework for strategic decision-making across Consumer Reports' digital ventures, creating a culture of continuous learning and unified research practices.

Leadership Impact

In just a year at Consumer Reports, I implemented an automated research analysis framework and data infrastructure repository that immediately reduced research overhead time. Teams saw significant improvements in data accuracy and accessibility, transforming how quickly we could move from research insights to design decisions. The standardization of methodologies across six research teams created consistency and efficiency in our work, while significantly reducing research-to-design cycles.

Team & Leadership Responsibilities

As a senior product designer at PTC, I led the user experience strategy for AR/AI products serving over 1 million enterprise users, focusing on remote assistance and work instruction tools. I drove the transformation of industrial AR applications through comprehensive field research and AI integration, collaborating directly with manufacturing partners across 40 industrial locations. Under my leadership, I implemented three core methodologies: field-based user research, iterative AR prototyping, and AI-enhanced user testing. This approach included establishing regular on-site observations, rapid prototyping sessions, and continuous feedback loops with manufacturing teams, ensuring solutions met real-world industrial needs.

Design Programs & Actions

I designed cross-platform experiences for Vuforia Chalk, PTC's flagship remote assistance tool, creating intuitive AR interfaces across web, mobile, and spatial platforms that improved frontline collaboration for 1M+ daily enterprise users. I designed AR/AI-enhanced interfaces for Expert Capture, developing touch-based work instruction systems that drove a 25% improvement in training outcomes and optimized secure knowledge transfer across 40 manufacturing facilities. Through comprehensive field research across 10 industrial sites, I identified $1M in operational inefficiencies and secured $2M in executive funding for a real-time object-detection MVP that reduced spare parts inspection errors by 30%.

Leadership Impact

My early success implementing Vuforia Chalk's cross-platform AR interface established immediate credibility with manufacturing teams. This foundation enabled me to expand AI-enhanced features through the Expert Capture Tool across 40 facilities, building trusted relationships with operational teams through continuous field feedback and user-centered refinement. By delivering measurable improvements in training efficiency and operational accuracy, I repositioned PTC's design function from traditional UI development to strategic AR/AI innovation. My systematic approach to field research established new industry standards for remote assistance and work instruction tools, creating lasting transformation in industrial manufacturing processes.