Service design
Principal / Director · Service design
Your customers see one company. I make the products agree.
Sixteen years on the seams between products, teams, and the people who live with both. At Verizon I led three successive teams: the store's information architecture, the customer model under it, then the practice that funds work like it.
15 companies
Selected work
Three times someone handed me a mess
Three of the nine are here; the rest are one link away. Each starts with a problem nobody owned.
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Uncovering a mental model that increased conversion rates by 90%
Customers could not reliably find the services Verizon most wanted them to buy, because the storefront was organized around Verizon's structure instead of theirs. Research showed the structure was close; the vocabulary was not.
+90% Perk conversion rate
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The Feature Everyone Was Sure About
A customer who wants to share her Wi-Fi password cannot do it in the app she opens to manage her home internet. The fastest way is to leave Verizon. Four studies on the fix, and two said we were wrong — about what to build first, and whether anyone could use it.
194 Participants in the Kano study
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What if your research participants aren’t real?
Teams decide where to focus without research, because CMI cannot get there before priorities do and a Figma persona cannot be tested against. So I built synthetic users: sixteen published prompt frameworks benchmarked against 169 people.
23 Use cases the business asked for
How I work
I solve design through 3 lenses.
Systems thinking
Build the thing that builds the things
Product design