Case Studies & Projects

Shift from one-off builds to reusable delivery patterns

I moved the program away from treating each site as a custom project and toward a repeatable system of templates, components, and platform structures.

Balance brand consistency with stakeholder flexibility

I preserved Publix brand standards while giving teams room to support different campaigns and business needs.

Align internal and external delivery partners

I coordinated Publix teams, 22Squared, Fueled, Salesforce, IT, Marketing, Creative, and PMO stakeholders across both strategy and execution.

Prioritize scalability over short-term customization

I guided the tradeoff conversations on when custom work was genuinely worth it versus when a reusable pattern would serve the portfolio better.

Build a platform that improved future delivery, not just the current project

I treated the design system as an operating foundation for future properties rather than a one-off deliverable.

Process audit

I looked at the existing production workflow stage by stage to find where steps were manual, repetitive, and a genuine fit for AI assistance, rather than applying AI broadly and hoping something stuck.

Tooling and proof of concept

I designed and implemented streamlined, AI-assisted production processes across the three product teams I directed, each with a five-person development team, and built a proof-of-concept chatbot for internal HR needs as a contained way to test the approach before scaling it further.

Governance and scale

I partnered with the corporate Governance team to vet the new process strategies and get them formally adopted rather than left as an informal workaround, which is what made the approach durable enough to carry into my current role leading AI-driven design system development for enterprise clients.

Discovery first

I mapped how members actually joined and found the split between in-store paper cards, processed by hand at corporate, and email sign-up. Retiring the paper option and moving sign-up fully online removed the manual step.

Build the digital home

I directed the conversion to a dedicated Wine Club website with Brand, Creative, Information Systems, and 22Squared, moving roughly 8 years of print content online: wine regions, pairings, and infographics.

Keep the omnichannel engine running

I ran the monthly email (a red and a white wine, each with a pairing, a recipe, and a seasonal theme) and quarterly direct mail, including a 6-page holiday booklet. I hired the photography team, secured locations and product, and led the photoshoots.

Project strategy and plan

I ran project strategy sessions to align the client's needs with site capabilities, then recommended platforms, costs, and resourcing for approval before design and development started. I defined scope, schedule, milestones, and the UAT plan needed for a successful launch, and secured client and business-team sign-off on cost estimates along the way.

Communication cadence

I led daily and weekly redesign meetings with the creative and development teams, tracking progress through stand-ups and aligning on weekly milestones. I held weekly status calls with the client and ran live reviews at their office to walk through concepts and functional demos for approval.

Redesign and integration

I led the creative and development teams in building a responsive UI that surfaced key airport and terminal information, including the Arrivals & Departures functionality passengers needed for their trips.

Documentation and training

I authored the Business Requirements Document and the training manuals for ongoing maintenance and email creation/deployment, personally ran three hands-on sessions to get client administrators self-sufficient on the CMS and email tools, and stayed on as troubleshooting backup from the FKQ office.

Foundation: an atomic component system

Rather than a one-time redesign, I directed the build of the Global Design System (GDS) on an atomic component methodology — base components that assemble into reusable page templates, so new pages could be built from an existing library instead of custom-coded every time. This foundation made it possible to convert 1,000+ pages across all four markets to a single system.

Interconnected sub-systems

With the component system in place, I owned the roadmap for three initiatives that plugged directly into it: wayfinding maps redesigned to highlight each park's new themed "Land" zones plus an entirely new map built from scratch for Epic Universe; five new calendar types (ticketing, hotel, food ordering, reservations, and event planning) so each transactional flow had a purpose-built calendar instead of one generic type stretched to fit; and the mobile app's move to Flutter, improving content deployment performance and giving users a faster, more efficient app.

Cross-regional delivery

I ran the day-to-day timeline and priority plan for the GDS conversion with the Japan team, sequencing work so US teams built and handed off to Japan, where I worked hands-on on design and implementation; for China, we handed off assets and code and made sure their team implemented them. Releases were timed to in-market moments, and cultural-adaptation guidelines ran through Legal/IP review.