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community Leadership & Learning

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Projects

  • Connecting UX to Business Goals

  • UX strategy

  • Design Leadership

  • Agile methodology training 

  • Lean UX

  • UX Metrics, OKRs, and KPIs Training

  • Templates for JIRA UX Epics and Stories

  • Fibonacci pointing

  • UX Best Practices

  • Journey Mapping Workshop

  • User Persona Workshop

  • Using customer pain points to drive outcomes

  • Figma training

  • Design system training and rollout

  • Confluence training

  • AI technology for UX

  • Accessibility in UX

  • Design thinking

  • Delivering Engaging Presentations to a remote audience

  • Juneteenth Panel discussion 

  • Managing your 401k

Teams worked with

  • Executive Leadership

  • Product

  • Technology

  • UX Research

  • Design Ops

  • Content Strategy

  • Data Science & Analytics

  • Personalization Program

  • Enterprise UXFinance & Accounting
    VOA Commit    tee 

  • HR

7-15 teams

Scaled TOF UX from 7-15  teams in 2 years

300+ employees trained

Delivered custom Agile & analytics training

100% Adopted agile

Enabled full Agile UX adoption across all teams

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Overview

How I scaled culture, career growth, and systems across a 15-team UX organization.
As Home Depot Online’s design org expanded from 7 to 15 teams under my leadership, I recognized that scaling product design wasn’t just about people or platforms, it was about building the connective tissue. I focused on fostering a culture of empathy, growth, and shared purpose so that our globally distributed teams could thrive, not just ship.
I led org-wide efforts to unify UX under a shared set of behaviors and principles, empower designers through education, and build systems that reinforced clarity, trust, and collaboration. My work created lasting infrastructure for both community and capability.

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Guiding Beliefs

  • The most powerful design tool is empathy.

  • Sustainable culture is not a luxury, it’s the foundation of performance.

  • Leadership is a service, not a status.
     

My Role

  • Led 15 cross-functional UX teams across multiple domains.

  • Directed leaders across Research, Design Ops, Content Strategy, and Design.

  • Created scalable training, tools, and rituals to uplift team performance and cohesion.

  • Drove initiatives that shaped org-wide maturity in Agile, data literacy, and design excellence.

Key initiatives & impact

1. A United UX Culture Across Distributed Teams

Challenge: 
Designers were fragmented across time zones and teams, lacking shared identity, values, or rituals.

What I Did:

  • Built a behavioral culture framework to unify teams across geos and product lines.

  • Led cross-domain summits, standups, and share-outs to strengthen alignment and visibility.

  • Embedded culture into everyday workflows through bi-weekly reflections and team rituals.
     

Impact:
A resilient, trust-based design culture that empowered collaboration across boundaries.

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2. Scaling Agile With UX At The Center


Challenge:

  • The org agreed to shift to Agile but would not approve funding for training.
     

What I Did:

  • Co-led Agile transformation across the entire online org, designing curriculum as the sole UX voice.

  • Delivered team-based workshops tailored to all Balanced Teams (Product, UX, Engineering).

  • Achieved 100% Agile adoption across all Product, UX, and Engineering teams.
     

Impact:

Our training laid the foundation for cross-functional velocity, alignment, and shared understanding for the entire Home Depot online organization.

 

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3. Elevating UX Through Data & Metrics


Challenge:

Designers lacked confidence in using data to advocate or inform decisions.

 

What I Did:

  • Rolled out Quantum Metric and Adobe Analytics across the Top-of-Funnel UX org.

  • Taught custom classes on UX metrics, OKRs, and KPIs to the entire UX community.

  • Created the first JIRA Epic and Story templates for the UX org to ensure measurable, repeatable work.
     

Impact:

Empowered designers to speak the language of business, spot opportunities, and drive impact.

 

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4. Creating Infrastructure for Ops, Reviews, and Feedback

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Challenge:

Without shared systems, designers solved the same problems in isolation with no cohesion.

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What I Did:

  • Directed our Design Ops team in building Home Depot’s first enterprise design system.

  • Introduced team personas and workflow education for cross-functional collaboration.

  • Created and rolled out the official UX Design Review and Demo deck used across the org.

  • Onboarded the next Design Ops Manager and Research Manager to continue scale.
     

Impact:

Enabled a culture of shared ownership, design quality, and structured feedback across teams.

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5. Designing Education that Grows People

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Challenge:

Designers and managers lacked structured development and skill-building support.

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What I Did:

  • Created internal programs to teach AI in design, Design Thinking, Lean UX, and Design Sprints.
    Founded an educational platform where designers and managers could create and teach sessions.
    Made self-serve Confluence hubs and Figma libraries to enable independence.
    Advocated for and won access to Dscout for all designers, not just researchers
     

Impact:

Upskilled hundreds, accelerated onboarding, and made continuous learning a part of our culture.​​

Leading with joy and Advocacy

  • ​Moderated a Juneteenth panel recognized by the VP of Product as “absolutely remarkable” and culture-defining.

  • Created the first Online UX Confluence space (nicknamed “Funnel Cakes”) adopted org-wide.

  • Led morale-boosting efforts like Halloween parties, trivia, and team-wide BINGO, because culture sticks when it’s fun.

  • Practiced servant leadership daily, creating spaces where people felt seen, supported, and celebrated.
     

Reflections:

I don’t just lead, I scale. I build systems that sustain people, rituals that reinforce growth, and culture that multiplies performance. At Home Depot, I helped transform UX from a loosely connected group into a confident, collaborative, and resilient organization. And we did it all remotely, across time zones, product lines, and teams. We did it together.

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