Home Depot
In 2017 we restructured our teams to support end-to-end journeys. The first track we took on was the appliance shopper. We knew little about the friction and opportunities around appliances so we began our research to discover what we didn't know.
Home Depot embarked on a transformative shift, moving away from its traditional three verticals—mobile, top-of-funnel, and bottom-of-funnel—to focus on end-to-end customer journeys. The first journey we tackled was a significant one in every sense: appliances. This was a complex, high-stakes area, both in terms of customer needs and business impact, making it the perfect starting point for our new, customer-centered approach.
To identify gaps in our knowledge and truly understand user needs, we prioritized thorough research. Our plan included several key steps:
Engaging with the business team to align on their goals and challenges.
Listening to support calls at the call center to capture real-time feedback and pain points.
Visiting stores to observe appliance sales teams in action and interview both staff and customers.
Reviewing shopper feedback to gain insights directly from appliance buyers.
Analyzing performance metrics and user behavior by watching Clicktale session videos from the website.
This comprehensive approach enabled us to build a solid foundation of insights, guiding our design and strategy.
After executing our research plan, we collected a wealth of data on appliance shopping behaviors. Some opportunities for improvement were immediately apparent, while others required deeper analysis due to their complexity.
Leveraging this data, we created detailed customer journey maps that covered the entire shopping experience—across web, mobile, and in-store touchpoints. Partnering closely with engineering and product teams, we developed a three-phase strategy. This approach prioritized efforts based on a balance between development complexity and the value delivered to customers.
By following this structured approach, we were able to deliver quick wins while methodically addressing larger, more challenging opportunities, ensuring a balanced and impactful solution.
Phase one delivered a three-year, multi-phased plan projected to grow unit sales by 50MM/50,000 units per year.
Organizational Leadership
Helped restructure the organization from vertical teams to squads and tribes to be more nimble and independent. Established project workflows and processes to boost efficiency.
Contributed & influenced yearly Strategic Planning Process,
Acted as the face of UX to promote services to larger company teams including store-of-the-future, engineering, and marketing. Increased project capacity from approximately six initiatives to 50+ at any given time.
Championed proper end-user testing and quantitative/qualitative research methods, ensuring delivery of accurate and engaging customer experiences.
UX Evangelist; helped promote our team and services to the larger company
Put on lectures and workshops at SCAD / General Assembly / UT-Austin
Key Accomplishments
Site redesign with a new design system increased conversion by 17%. (+$1.02B)
Reduced checkout process from five steps to one page, increasing conversions by $250,000,000 annually.
Led End-to-End Appliance initiative that incorporated call center research, customer interviews, and baseline user testing. Delivered three-year, multi-phased plan projected to grow unit sales by 50MM/50,000 units per year.
Established and managed formal design system to strengthen corporate development effectiveness and consistency.
Produced next generation of deliver-from-store experiences to improve competitiveness in supply chain fulfillment.
Team Management
Mentored teams on emotional intelligence to build soft skills and become better partners.
Managed performance goals and held bi-weekly career tracking sessions.
