L’Oréal | Maybelline
One Brand, Every Screen
Global Digital Director · 100+ markets · 5 external vendors · ~$10M budget
+120%Unique visits+50%Engagement6 moTime to impact
One global vision, a modern platform, and five vendors run as one team across more than 100 markets.
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The challenge
Maybelline’s digital presence had grown market by market, and the look and feel, brand narrative, and user experience all varied by country. There was no global vision tying them together, and an outdated CMS and tech stack made every change slow and expensive.
What I owned
I led global strategy, design, and deployment of Maybelline’s digital properties (eCommerce, mobile, and in-store digital) across more than 100 markets.
- Replatforming the CMS. We moved off the legacy stack instead of patching it, and used the new technology to work smarter, not just look newer.
- Letting data drive the experience. UX decisions were grounded in data and user insight rather than market-by-market opinion.
- Tying every rollout to business outcomes. Each wave of deployment was measured against results, not only against launch dates.
How I did it
- Set one global vision. A single look and feel, brand narrative, and UX standard that every market could build from.
- Rebuilt the foundation. A modern CMS and tech stack, so markets could launch and localize from shared building blocks.
- Ran five vendors as one team. I orchestrated UX/UI, development, localization, SEO, and other partners alongside a lean L’Oréal client team, on a budget of about $10M.
Capabilities used
Global Product Delivery · Platform Modernization · Vendor Orchestration · Budget Ownership · Data-Driven UX
What I’d tell the next leader
Technology and process scale; trust doesn’t. Build your relationships inside the client organization as deliberately as you build the platform, starting on day one.
Wells Fargo
Building the System Behind the Screens
Digital Consultant, DesignOps & CX · ~65-person in-house team · Payment applications portfolio · Web and mobile · U.S.
+35%Implementation velocity6 moTime to impact
Turned siloed teams into one agile delivery system, with a 100% accessibility mandate built in.
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The challenge
Wells Fargo’s payment applications were designed and built by siloed teams with no scalable operating system connecting them. That made it hard to deliver on a non-negotiable mandate: 100% accessibility.
What I drove
Embedded as DesignOps and CX consultant, I drove UX and design program management for the payment applications portfolio across web and mobile, working alongside an in-house team of about 65.
- Making the case for agility. I moved every team onto one agile operating rhythm instead of letting each work its own way.
- Designing for scale. I shaped a way of working that could grow with the portfolio, not one that only fit a single product.
- Protecting design time. I streamlined everything around the designers so they had the time to do their best work.
How I did it
- One cadence, no silos. Daily stand-ups and PI planning connected the teams into a single delivery system.
- Accessibility built in. The 100% accessibility mandate became part of how work moved through the system, not a final checkpoint.
- Less overhead, more focus. Process got lighter wherever it didn’t serve the work.
Capabilities used
Agile Delivery at Scale · Design Operations · Accessibility · Influence Without Authority
What I’d tell the next leader
Get to know your teams before you try to change how they work. Lead with emotional intelligence and serve the people doing the work; the process follows.
Philip Morris International | IQOS
Agile in a Waterfall World
Senior Design Program Lead · Europe & Asia · ~50 people (45-person studio + external vendors) · ~$12M budget
+25%Implementation velocity+30%POS sales growth
Brought agile delivery and velocity metrics into a waterfall culture, across a connected online and offline retail ecosystem.
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The challenge
IQOS needed a connected online and offline retail ecosystem, including new stores across Europe and Asia. The design studio behind it had no scalable operating system, and the organization had a long-standing waterfall culture.
What I owned
I led the program connecting digital and physical retail for IQOS, with a 45-person studio, external vendors, and a budget of about $12M.
- Financial projection hygiene. I made disciplined, current forecasts non-negotiable, so budget decisions rested on real numbers.
- Agility in a waterfall culture. I introduced agile delivery to an organization built around sequential handoffs.
- Velocity as the measure of success. Progress was tracked by how fast value shipped, not by how busy teams looked.
How I did it
- Gave the studio an operating system. One way of planning, delivering, and measuring work across about 50 people, in-house and vendors.
- Made the shift visible. Velocity metrics gave leadership evidence that agile was working, not anecdotes.
- Kept the money honest. Regular, rigorous financial projections across a ~$12M program.
Capabilities used
Agile Transformation · Design Operations · Budget Ownership · Omnichannel Retail · Multi-Market Delivery
What I’d tell the next leader
Strategy and design thinking aren’t phases that end when execution starts. They’re part of the execution itself.
More work
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Digital marketing, CRM program, and website design and production.
+80% unique visits · +50% handraisers in one year
JTI | Nordic Spirit
Strategy, UX, design, and build of the global website, plus localization across Europe.
Live in four months
L’Oréal | Armani Beauty USA
UX, design, and deployment of the U.S. eCommerce site.
+50% unique visits within six months of launch