CASE STUDY

Building Cross-Functional Partnerships That Drive Business Results

The Problem: Silos That Kill Momentum

 

Most companies have talented design, product, and engineering teams - but they're not set up to work together effectively.

Overly ambitious designs are stripped down to an MVP without designers’ input. Engineering waits for final requirements, then weighs in. By the time everyone's aligned, the solution has been compromised and the user problem — barely defined to begin with — is underserved.

The core problem isn't lack of skill - it's poor collaboration. The result? Missed deadlines, frustrated teams, and incremental changes that never move the needle.

Design-focused companies achieve 2x the revenue growth of their peers - but only when design teams operate strategically, not decoratively.

My Approach: Shared Goals, Disciplined Process, Strategic Research

 

Great cross-functional collaboration doesn't happen by accident. It requires deliberate methodology:

  1. Align early on shared goals

  2. Focus on where design and business intersect: value, viability, usability, feasibility.

  3. Accelerate decisions based on known pain points, then test what actually matters

  4. Stick to a structured review cadence

  5. Be a good partner, building trust through accountability

The bottom line

I build design teams that speak the language of business, solve problems that matter, and deliver measurable outcomes. That's how design earns its seat at the table - and keeps it.

Case study: Capital One Auto Navigator

While leading strategic direction, design & content strategy, I brought a more agile, collaborative process to Capital One Auto Navigator to deliver a full front end redesign in 10 weeks.

RESULTS

  • Redesign lifted Searches +4.5%

  • Number of customers with Saved Cars +20%

  • Number of Saved Cards Per Customer +3x

  • Completed Applications +13%

Overall: +4.5% increase in funded loans

Case study: Ticketmaster

At Ticketmaster, I led my design team to think strategically, working with data and product teams to solve the resale pricing problem

Results

  • 50% fewer listing edits

  • 13% higher sell-through

Overall: $40M revenue impact.

Case study: Ticketmaster

At Ticketmaster, early partnership with Engineering made a global design system possible that drove an end-to-end redesign that increased NPS +42pts over 2.5 years.

Results

  • 20% Design Efficiency

  • 30% Engineering Efficiency

Overall: NPS +42pts.