The Work
As Associate Director at Deloitte Digital, I led design across a portfolio of global enterprise clients — bringing strategy, IA, and product design to some of the most complex, regulated, and high-stakes environments in financial services, QSR, social, and healthcare.
Each engagement required fast context-switching and the ability to operate at multiple altitudes simultaneously: shaping design strategy with executives, directing and reviewing work across cross-functional teams, and getting into the craft when it mattered.
"Enterprise design at this scale is as much about systems, alignment, and trust as it is about pixels."
Clients included UBS, McDonald's, Facebook, Johnson & Johnson, Sterling, and Shred-it — each with distinct constraints, stakeholder dynamics, and definitions of success. The through-line was always the same: clarity, usefulness, and experiences that could actually ship.
Selected Clients
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How I Operated
At the director level, the work was rarely just design. It was knowing when to push for more research, when the org needed a design system before another screen, and when to protect the team from scope creep disguised as "just one more ask."
I worked directly with C-suite and VP-level stakeholders to shape design strategy, translate ambiguous briefs into clear problem statements, and build the kind of trust that lets good design actually ship in complex organizations.
Across engagements, I also mentored and directed junior and mid-level designers — setting the bar for quality, running crits, and making sure the work was coherent end to end.