Research with customers and engineering showed no demand for self-serve and a build cost above four-year revenue. I scoped a cheaper path through another team's API, and the EVP moved the money.
Engineering estimated two years to instrument the enterprise cyber products. I picked a tool that took half a day of dev time per product and built dashboards nine functions used.
No design function when work started. I led MVP design, hired the designer, and ran a 50-participant study that scored 92/100 on Mastercard's CX diagnostic. It shipped on time.
Two teams had stopped talking over an MVP carrying a $25M target. A two-day workshop locked scope on day one, and the two leads co-presented the plan.
Sole UX voice guiding teams through Mastercard's Studio process after the acquisition. The input framework I built roughly halved time to first gate.
3 direct, 5 matrix, one lead per revenue product. Held the desirability review on new ventures.
Discovery through launch under real budget and time constraints, with direct exposure to customer tradeoffs, scope control, and delivery risk.
Product and experience direction across multiple teams and client organizations, balancing speed, quality, and stakeholder alignment in complex delivery environments.
Cross-organizational platform decisions under regulatory and governance constraint, where long-term architecture, risk, and experience implications were inseparable.
Multi-product investment direction at global scale, coordinating priorities across buyers, datasets, and roadmaps while operating under regulatory, technical, and commercial pressure.