I design brands that help companies grow, and the systems that scale them.

The challenge & insight

Hitachi Ltd had just created a new brand that needed to roll out across its group companies; Hitachi Digital Services became the flagship application. Partnering with their agency, I turned the brand assets into a design system to support the rollout — the operational work branding agencies rarely leave behind, and few companies can fill themselves. But its own site had a different problem: enterprise buyers were dropping off because they couldn't quickly connect Hitachi's AI solutions to their specific challenges. Behind that was a structural issue: no clear ownership, ad hoc publishing, weak analytics, and pressure to add personalization before the foundations existed.

I mapped the system and uncovered several compounding issues — inconsistent experiences, fragmented ownership, and gaps in measurement. Progress required aligning structure, data, and workflows around a single stake: customer decision clarity. That shared framing is what got previously fragmented teams moving together.

What I drove

I defined the transformation strategy and sequencing, facilitated alignment across 18 global stakeholders, and orchestrated a team of 6 and 4 agency partners. That mapping let us prioritize high-impact work: simplify before adding complexity (rebuilt IA and content model around how enterprise buyers actually search); build measurement before personalization (mapped journey tracking dependencies across stakeholders); and create systems teams could scale (design system, reusable templates, AI-assisted content workflows, and governance to prevent re-fragmentation). AI-assisted workflows cut production time in half: instead of creating pages from scratch, the team leveraged the AI-created draft plus the design system components and templates to output page layouts faster.

I also designed the site's conversational AI discovery experience — a generative interface that let enterprise buyers describe their problem in their own words and be routed to the solutions that matched.

The challenge & insight

NTT processes a significant portion of the world's internet traffic — unmatched visibility into global cyber threats. But that intelligence only existed in formats specialists could read, invisible to the business leaders who needed it most.

This wasn't a visualization problem — it was a dual-audience problem. Analysts needed forensic depth; executives needed fast pattern recognition. Progressive disclosure became the structural solution: a single interface that could speak both languages without compromising either.

The second insight followed from the first. The site behind the platform was an information resource — a gated report download and a contact page, converting at a nominal rate. But once the intelligence was legible, the platform itself became the content: short, sector-specific threat insights derived from live data could reach buyers before they entered a sales conversation. Intelligence became the acquisition channel, not just the product, and conversion moved past 5%.

What I drove

I won the account, set the initial UX strategy for both the platform and the growth site, and directed all UX and UI across a two-year engagement. I art directed every data visualization and motion sequence — the threat map, the globe, the transitions between them, and the annual threat report. Key decisions: reframing the problem from "visualize data" to "make threat intelligence actionable across audiences"; designing the layered global threat map; and structuring navigation so non-technical users could move freely without losing specialist depth.

On the growth side, I spearheaded the content design and CMS architecture that let NTT's research team publish threat insights rapidly, and connected that publishing system to the broader platform experience — turning a closed tool into an ongoing lead-generation engine.

The challenge & insight

Ruth Health (YC), a maternal health startup, needed to widen who they served — from Medicaid patients to busy professionals. Having recently closed a fundraising round, they were on an aggressive timeline to meet their growth milestone. Investors pushed to reach people at the family-planning stage, but that required in-clinic exams that didn't fit their telehealth model.

When they came to my design firm looking for a rebrand, we instead recommended focusing on the perinatal (pregnancy to postpartum) experience, given how sparse postpartum care is in the US. That bet proved right as postpartum became Ruth Health's strongest traction.

The remaining challenge: potential patients couldn't quickly understand what services were available, when they were relevant, or why Ruth Health was the right choice at one of the most vulnerable moments in their lives. In maternal healthcare, confusion doesn't just create drop-off — it creates doubt at exactly the moment patients most need to feel held.

What I drove

I built and led a team of 10 — a researcher, a strategist, a writer, three designers, a UX designer, a project manager, and two developers — alongside SEO and media agency partners, through the rebrand. I led the audience research, which layered secondary and first-hand data to map the perinatal patient experience and surface each group's barriers, shaped the brand strategy, what services to add and for whom.

From there, we crafted brand positioning and messaging that balanced warmth with evidence-based know-how. I drew the logo and shaped the color palette; the team built the typography, icons and image library, so the identity felt authentic and credible in equal measure. We rolled the brand out across sales and marketing assets, templates, and internal training. We then translated it into the website and product experience, streamlining booking and account creation. We also built a component library that let the team test new services without rebuilding from scratch.

The challenge & insight

Nespresso's global brand imagery — stylized product shots on dark backgrounds — worked as a luxury cue in Europe but felt cold and distant to US consumers. Campaigns were underperforming and the brand wasn't building the affinity needed to grow in a culturally distinct market.

The product wasn't the problem — the visual and emotional vocabulary was. US consumers needed to see themselves in the brand before they could aspire to it. Shifting to lifestyle imagery wasn't a dilution of the luxury positioning; it was the translation of it into a context where warmth and familiarity are themselves premium signals.

What I drove

At SocioFabrica, I led a team of six and art directed two photographers across a three-year partnership. We started with rapid lifestyle photoshoots in secondary US markets to test and validate the new direction before national rollout — I styled those shoots myself. From there we owned campaigns end-to-end: concept, art direction, photography, and omni-channel implementation across ecommerce, social, email, and in-store. The Alto launch applied the same logic to packaging and product storytelling, leading to a sellout at launch.

The challenge & insight

CBTS, a North American IT services company, had a new brand, Building Stronger Foundations, and a new CMO with 90 days to launch it. The brand had to work across two sites: CBTS and its Canadian subsidiary, OnX. For a company promising stronger foundations, the web experience had to feel just as solid.

What I drove

Brought the identity to the web. Adapted the new design system to HubSpot, from layout logic and type hierarchy to teal-led color, iconography and photography.

Rebuilt the navigation. Redesigned the site structure around how buyers explore AI, security and infrastructure services, pushing past the theme’s limits with custom tabbed menus.

Designed for conversion. Shaped page layouts and reusable modules that guide visitors toward action and let the in-house team build new pages on-brand.

Art-directed web motion

Led visual QA with teams in India, the UK and the US

The challenge & insight

SMBs are central to large-scale decarbonization but consistently fail to access green tax incentives. Discovery revealed something structurally harder: SMBs don't control access — their accountants do. And for accountants, credits under $2M were unprofitable to process given liability exposure and percentage-based fees.

Solving for SMBs directly was the wrong lever. The unlock was solving for the intermediaries who control access. Dramatically reduce accountant effort — and give them the transparency and override control they require — and previously unworkable credits become viable, opening the entire SMB market.

What I drove

I ran the customer interviews myself and mapped the workflow data that surfaced the accountant bottleneck, then designed the AI workflows on top of it. End-to-end: system reframing, discovery and validation, and human-centered AI design for a regulated financial product. Key decisions: reorienting around accountant workflows rather than SMB end-users; designing HITL AI that preserved professional accountability; and building reusable credit workflows with full traceability so accountants could verify, audit, and override at every step.

What this reinforced

In high-liability domains, efficiency only lands after trust is established. Intermediaries control access to end users across healthcare, finance, and legal — finding that lever changes where you intervene. Co-designing with accounting firms throughout compressed adoption because the people who needed to trust the system helped build it.