Mayo Clinic employed an army of vendors and agencies who did a brilliant job but were often disconnected from the work of other teams. I led efforts to align in-house and vendor design teams and deliverables ensuring consistency in product experience goals and documentation. By integrating internal designers into vendor teams, we streamlined collaboration, improved domain knowledge sharing, and established clear design validation practices. 

I also introduced UX and accessibility annotations, enhancing design quality and supporting our design system. Through research and leadership engagement, I restored trust in design decisions, improved team morale, and helped deliver a patient-centered experience on time. 

I established discovery and strategy practices that aligned the Center for Digital Health with its 2030 mission, improving product vision, team roles, and engagement. By creating a UX strategy leadership role and discovery team, we strengthened early product research and portfolio development. 

I also introduced Lead Product Designer roles within my department to enhance leadership, align with business goals, and improve staff support resulting in better performance and positive employee feedback. 

I standardized design software use by transitioning the design team to Figma, streamlining workflows while retaining Axure for specialized prototyping needs.

With the rapid rise of AI into virtually every patient and physician-facing application, we needed a swift response to establish best practices for AI interactions. I formed a AI task force to examine AI design concepts and implementations across Mayo and then established guiding design principles for AI-driven experience to prevent the eroson of user reserach, usabitliy best practices, and interaction design standards.