I turn ambiguous problems into product strategy.

The Problem

A Creator-focused product area needed to make community a strategic differentiator, but "community" meant ten different things across teams with no research-rooted definition to anchor from.

What I Did

• Co-led a 6-week research-to-strategy sprint with Design as a full co-owner, both teams driving the work jointly from day one
• Authored a Hierarchy of Needs framework mapping fan and Creator needs to specific product surfaces
• Defined community from both fan and Creator perspectives, a duality most prior work had missed
• Co-creation mapping: participants physically mapped the product's features and surfaces, making the problem space tangible for XFN
• Stood up a living shared team hub with daily recaps and observer access, continuously pre-socializing the strategy with stakeholders throughout

The Problem

Two organizations on a shared product surface had inconsistent definitions of overlapping user populations. Roadmap implications conflicted; leadership couldn't make structural product decisions without a shared model.

What I Did

• Co-built a Jobs-to-be-Done framework side-by-side with a counterpart researcher across both orgs, from framing through validation
• Designed and ran a large-scale in-platform survey: 32K+ responses across 22 countries, three distinct user-account types
• Applied Latent Class Analysis to surface hidden motivational subgroups beneath self-reported identity
• Sequenced multi-method validation: existing qual → at-scale survey → follow-on intersection qual
• Mobilized engineering to unblock technical integration points; coordinated three parallel research workstreams simultaneously
• Held the line on rigor; pushed back on premature use of draft frameworks until validation was complete

The Problem

The research practice needed a coherent path from ad-hoc AI experimentation to real adoption, with the skills, infrastructure, and ongoing resources to make it stick across 130+ researchers.

What I Did

• Co-developed the UXR curriculum track for the org's AI Transformation Week (part of a broader 7,000-person company event), specifically serving 130+ researchers
• Organized and ran a hands-on AI workshop where researchers worked directly with the tools and workflows themselves
• Provided 1:1 mentorship to researchers on applying AI within their own research practice
• Built the curriculum site to house all training materials, making them accessible and reusable beyond the event itself
• Followed up by building a dedicated resources and trainings site for continued learning and support after AI Week ended

The Problem

Social messaging was a multi-app problem but leadership hadn't internalized it viscerally enough to invest. Abstract data wasn't landing; we needed something people could feel.

What I Did

• Designed and pitched a custom board game that made the multi-app argument concrete and unignorable for XFN leadership, explicitly called out in formal feedback as a creative-method strength
• Co-led international field study: 3 countries, 5 cities, 108 participants, 51 sessions (1:1, dyad, small group, 20+ street intercepts)
• Recruited 43 cross-org researchers and XFN partners to attend live sessions in-person, building shared understanding across organizations
• Used findings to shape the GenAI strategy; ensured research was represented in concept testing and drove ongoing feedback loops
• Drove cross-org GenAI research operations for alignment and research-informed strategic narratives