Joined August 2025
Joined May 2022
Part time Founding Designer in June 2026
Joined November 2020
Club president in 2017
Interned 2017
Atlassian · Compass
I led design on Software Goals, a new framework inside Compass for defining and tracking engineering-health improvement work. It grew to 276 engaged teams with a 57.9% awareness-to-engagement conversion rate, and became the internal proof point for a feature Atlassian later took to customers.
Compass is Atlassian's catalog for every software component in the company: every microservice, every library, tracked in one place. Our Engineering Health team used it to try to lift the quality of that software across the org, but had no systematic way to define, track, or report on that work.
External Compass customers had described the same problem. Solving it internally meant we were also prototyping a future customer-facing feature.
Before any UI, I mapped how the two team types (teams who own a goal and teams who contribute to one) actually experienced the current manual process, and worked with engineering to define what a "Goal" needed to be as a data object so progress could sync cleanly across Compass and Atlassian Home.
An early version of the flow only let a team pass or fail a goal outright. In working sessions it became clear teams needed a way to flag legitimate blockers instead of failing silently. That became the exemption workflow in the shipped version.
That uptake validated Software Goals as a real solution for operationalising software health internally, paving the way for its external rollout.
I'd instrument team-level engagement from day one rather than leaning on leadership-facing view counts. The 2.5x lift told us leadership was paying attention, but it took longer than it should have to see which teams were quietly disengaged versus genuinely blocked.
Want the full story: rollout sequencing, who we had to convince, what broke along the way?
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Vertice
Vertice helps companies buy and renew software at the best price, saving them millions. The platform centres on two core objects, contracts and new purchase requests, and the request page carries both renewals and new software requests through the workflow. I led its redesign, lifting CSAT by 32% and cutting time to complete a request by 27%.
The request page is critical to the Vertice experience: it supports both renewals and brand-new software requests. But the original design failed to support either use case effectively, putting SaaS platform adoption and CSAT at risk.
I led this initiative from week two after joining, working with Product, Engineering, and Data Science to understand the problem. I interviewed dozens of internal and external stakeholders to understand the pain points and desires of the primary users, then defined new components and patterns across the product.
I audited the existing UI to identify inconsistencies and duplication, then built a flexible component system to support multiple workflows and edge cases, balancing speed of delivery against long-term maintainability. Usage guidelines let designers and engineers build confidently and consistently from there.
I mapped stakeholder touchpoints across the end-to-end workflow, identified where handoffs between teams were breaking down, and simplified the information architecture to surface the right context at the right time. Clearer status visibility and structured updates cut down on ambiguity and back-and-forth.
Internal teams moved faster with clearer ownership and less back-and-forth. External users gained better visibility into their requests, reducing confusion and cutting support tickets. The redesigned experience drove higher engagement and stronger adoption across the platform.
The next focus is redesigning the contract page to align with the new request experience. Due to time constraints, some enhancements were intentionally scoped for a second phase. The contract page will extend the same patterns and components, keeping workflows consistent while cutting design and engineering duplication. This phase will:
Want the full walkthrough: the component system, the stakeholder interviews, what's coming for contracts?
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