D.R. Horton
-
Leveraging AI to personalize customer experiences
The Auto Navigator product and marketing teams had been challenged to provide a more personalized experience to customers to increase engagement and conversion. There were multiple streams of experimentation work by multiple teams happening at once to determine how to best take on this challenge. Over a few months, the teams had individually gained learnings…
-
Implementing PI planning for design
To proactively enable our teams to continue to work at scale, I implemented and led Program Incremental (PI) planning once a quarter to ensure we were focused on the highest leverage work, had the right number of resources and were able to effectively collaborate across teams. I led the effort to define, align and iterate…
-
Tearing down silos to eliminate arbitrary uniqueness
Over time, Capital One had launched multiple consumer and dealer facing products. The products were created by different teams operating fairly siloed. The lack of consistency was beginning to hinder our ability to scale our efforts. I led an initiative to eliminate arbitrary uniqueness across 10 work streams by unifying the code base and design…
-
Enabling always on research directly with customers
Our cross functional team set a lofty goal – to enable game changing innovation with ease within the highly regulated FinTech space at Capital One. The first step to enabling innovation was to discover ways make it easier to talk to customers and consistently gather feedback to inform product decisions. I led the effort to…
-
Scaling email marketing to increase loan originations
Email as a channel was showing a lot of success with customers and the strategic decision was made to increase email volume. I led the effort to fund a new pod and draft a new process leveraging design thinking. The increased email volume as a result of the new process and the additional pods resulted…
-
Integrating design at all stages of the product development lifecycle
When joining a new line of business as the head of product design and brand, I quickly discovered that the team was only executing on the work and not being fully leveraged. I led the effort to determine how the design team could evolve beyond the “Build” phase and take some level of ownership within…