ServiceNow
Most design leaders get to onboard into a stable org and build from there. I joined ServiceNow through the acquisition of data.world, which meant onboarding into a 20,000-person enterprise while simultaneously leading my team through replatforming, M&A integration, and a company-wide shift to AI-native, all at once. That's the context for everything below.
The team I joined was less than a year old, operating inside a newly formed Workflow Data Fabric department, with product managers still learning the data catalog space. The pace was fast and the expectations were high. Within the first 90 days, I established AI and design principles, restructured how the team operated, and started moving us from output-driven delivery toward work that connects to adoption and user value.
"The shift I made wasn't cosmetic. It was a change in how the team understood its own purpose, from shipping features to driving outcomes."
ServiceNow declared itself AI-native. That meant the design team needed a framework for what that actually looks like in practice. I created standards for designing AI-powered features, with practical guidance for when AI adds value and when it gets in the way. Established within 90 days of joining.
Guided the migration of a complex data catalog and AI product into the ServiceNow enterprise ecosystem. This required balancing a fast-moving technical roadmap with user experience continuity, while the team itself was still stabilizing post-acquisition.
↑ Scalable architecture, tighter enterprise integration
The department was running a slow, waterfall-adjacent delivery cycle with large family releases. I created artifacts and guidance to move to continuous planning and continuous delivery, helping design to navigate that shift.
↑ Faster release cycles, clearer design sequencing
Led design leaders and team members through the uncertainty of acquisition: new org structure, new culture, new ways of working. Grew the design team 60% in the first six months while maintaining clarity and morale during a period that typically drives attrition.
↑ 60% team growth · High retention through transitionI use workshops to build alignment, surface assumptions, and move teams from scattered input to shared decisions.
ServiceNow runs on demos and presentations. I ran workshops with my team on how to tell the story of design work with impact, how to think about the designer's role in AI systems, and what it means in practice to design for an AI-native product. Each workshop had concrete, actionable outcomes.
↑ Shared language, sharper design storytelling across the org