Impact
Experience strategy, product outcomes, and organizational leadership across Oracle and Microsoft.
01 — At a Glance
10M+
End users served by Redwood, Oracle’s design system and UX transformation.
1B+
Active Windows devices across the ecosystem where I shaped experience strategy.
60+
People in a global multidisciplinary organization grown from 10.
40+
Internal product intelligence measures built through Signals.
>50%
Reduction in the accessibility backlog over two years.
02 — Breadth of Experience
Oracle - Enterprise applications and healthcare
Lead research and experience strategy across Oracle Fusion Cloud Applications, spanning HCM, SCM, ERP, and CX. The work covers complex enterprise workflows used by employees, administrators, and implementers. My remit also includes Oracle Health Human Factors, where usability and human factors are especially consequential in safety-critical healthcare workflows.
Business context: Oracle Cloud Applications generated more than $15B in annual revenue in FY2026.
Microsoft — Consumer platforms and new markets
Shaped experiences across Windows and Outlook at consumer scale, and helped identify small businesses and frontline workers as growth audiences for Microsoft 365.
Across these contexts: My work has involved people with different abilities, expertise, responsibilities, and constraints—from enterprise employees and clinicians to consumers and frontline workers.
03 — Transforming Experience Systems
Redwood - Experience strategy at scale
Directed research and experience strategy for Oracle’s award-winning design system and UX transformation, serving more than 10 million end users. Established quality benchmarks, accessibility foundations, and behavioral measurement across the four Fusion application pillars. Longitudinal research and telemetry showed reductions in task time, data entry, errors, and service requests in the workflows we tracked.
Quality in real-world conditions
Reframed Redwood validation around the environments customers actually use—their devices, browsers, screen resolutions, and accessibility settings. Findings informed changes to the design system, including improvements for lower-resolution displays. Expanded performance measurement beyond technical indicators to include customers’ experience of performance and their ability to complete work.
Coherence across applications
Built a taxonomy of recurring patterns of work across applications, combining qualitative research and behavioral evidence to identify fragmented workflows and the points where customers had to carry context between disconnected experiences. The findings informed shared interaction patterns and reusable experience templates, helping reduce fragmentation across the portfolio.
Accessibility by design
Helped move accessibility upstream into Redwood’s foundations, bringing the lived experiences of people with visual disabilities and neurodivergence into strategy and prioritization. The accessibility backlog fell by more than half over two years.
Microsoft - Foundational interactions at scale
Shaped experience strategy for Windows 7 and Windows 10 through longitudinal research, competitive benchmarking, and instrumentation across search, navigation, touch, and commanding. The work served a Windows ecosystem that ultimately exceeded one billion active devices.
Recognition: Redwood received the 2024 Webby People’s Voice Award and recognition at the 2024 Indigo Design Awards (among several other design awards)
04 — Building Product Intelligence and New Capabilities
Signals - From zero to one
Conceived and scaled Oracle’s product intelligence capability, bringing behavioral telemetry together with qualitative research to help teams understand adoption, usage, and workflow effectiveness. Built a foundation of more than 40 internal measures. Thousands of employees across Engineering, Product, Customer Success, Support, Sales, and executive leadership came to rely on Signals. Secured executive investment to extend the capability to customers. Signals also helped shift research beyond individual studies toward accumulated, reusable intelligence that could inform product decisions continuously.
Microsoft 365 - New markets and enduring products
Identified small businesses and frontline workers as underserved growth opportunities. Built the case with senior leadership and helped secure investment in capabilities that became Microsoft Bookings and StaffHub, now Shifts in Teams.
Outlook - Convergence at consumer scale
Helped shape the experience strategy for bringing Hotmail and Outlook.com toward a unified email experience serving more than 400 million consumers. Used longitudinal research, competitive intelligence, and instrumentation to guide the transition and define success measures.
05 — Building Organizations and Operating Models
Scaling a global organization
Built and scaled a multidisciplinary organization from 10 to more than 60 people across the US, India, and Canada. The organization spans research, product analytics, data science, human factors, analytics design, and research operations. Established organizational structures, career frameworks, operating practices, and leadership capacity to support the discipline at scale.
Developing senior leaders
Hired five senior leaders, all of whom have since progressed to Director or Senior Director roles.
Horizontal leadership across vertical products
Research, analytics, and shared experience foundations operate horizontally across Oracle’s four Fusion application pillars. Partner with each pillar’s design and engineering leadership to establish common quality benchmarks, experience standards, and measurement approaches while addressing the needs of individual products and customers.
Building for experimentation
At Microsoft, co-built a multidisciplinary innovation studio from zero to 30 people across design, research, data science, product, and engineering. Established an operating model for moving from insight to prototype to market test.
06 — Influencing Product Direction
Executive influence and investment decisions
Work with Oracle executive leadership across Product Engineering, application pillars, and Design System Engineering to bring customer evidence into product strategy and investment decisions. This has included securing investment in product intelligence, establishing shared experience quality standards, and aligning teams around accessibility and customer outcomes. At Microsoft, identified opportunities beyond traditional productivity audiences, built the investment case for new markets, and helped translate those opportunities into enduring products.
Shaping research for AI-native products
As Oracle reimagines enterprise SaaS through agentic experiences, I am helping redefine how research contributes to AI-native product development. The work includes developing human-AI collaboration patterns, piloting workshops to define agent roles, workflows, and governance, and building scalable evaluation approaches that combine human and synthetic testing to assess customer outcomes. This is an active area of leadership and investment, not a completed transformation.
07 — Executive Leadership
Setting direction
Bring customer evidence, business priorities, and technical realities together to establish a clear direction, particularly when teams face competing priorities or uncertain opportunities.
Building alignment
Work across Product, Design, Engineering, and executive leadership to make tradeoffs explicit, establish shared priorities, and move decisions forward.
Developing leaders
Build leadership capacity through clear expectations, ownership, coaching, and opportunities to lead increasingly complex work.
Raising the quality bar
Establish shared standards and measures of experience quality, then use research and behavioral evidence to assess whether the work delivers better customer outcomes.
Creating high-trust teams
Give people meaningful ownership, hold a high bar for the work, and create an environment where difficult questions and honest disagreement are welcome.