More work worth a look

Maintenance and More

My first project at Wells Fargo wasn't glamorous, but it became one of my favorites

When I first started at Wells Fargo, I was responsible for handling maintenance requests, small pieces of work capped at ten hours or less, with a cap of four per week. It didn't take long for lines of business to find ways around those limits, and the system quickly became overloaded. To get ahead of it, I built a simple intake form in SharePoint and worked with our operations team to create a triage process, which let us track and document the true size and scope of incoming requests and assign them accordingly. That visibility also made it possible to anticipate sizing needs before they became bottlenecks.

The initiative grew into a three-tiered system: 10 hours or less, 60 hours or less, and up to $250K in combined effort, and became one of the more successful processes on the team. Beyond streamlining the work itself, it doubled as an onboarding tool for new designers, giving them a hands-on way to learn the bank's tools and ways of working. It also brought much-needed transparency to our business partners, developers, content publishers, and leadership, allowing everyone to plan resources further in advance.

Information Architecture

Streamlining URL Governance at Wells Fargo

Early in my time at Wells Fargo, I managed information architecture and URL requests across the enterprise: everything from vanity URLs to structure groups and media file paths. At the time, this process relied on a single Excel file stored on a shared CX drive, accessible only to our team. Requests came in via email, often from multiple lines of business simultaneously, with no reliable way to track who had asked first or what had already been approved.

This gap became especially clear during Hurricane Sandy, when several business lines independently requested wellsfargo.com/sandy, each unaware that others were making the same request. Without a centralized system, there was no way for requesters to see what URLs existed, what was pending, or what had already been claimed, leading to duplicated effort and wasted time during moments that demanded speed.

Brokerage Cash Services

Brokerage Cash Services (BCS): Rescue & Delivery

After transitioning to WIM (Wealth Investment Management) to lead investment fiduciary and trust services projects on mobile and tablet, I was asked to step in on Brokerage Cash Services (BCS), a project that had stalled for eight months with nothing delivered to stakeholders, and only ten days remained before a critical leadership deadline. As Senior Lead Product Designer, I took point to prevent an escalation that would have reflected poorly on the broader team, meeting first with an understandably frustrated product owner to reset expectations and rebuild trust.

I rallied a small team of top designers and we started from scratch, working in Sketch and InVision as we transitioned toward Figma adoption. Content, visual design, and interaction design came together end-to-end in just five working days, including a weekend the team volunteered to work because they were invested in the outcome. We delivered a fully realized concept to the product owner in three business days, who loved the direction, and had polished prototypes ready well ahead of her leadership deadline.

One of the most rewarding parts of this project was giving our junior visual designer, in his first corporate role, the chance to present the work to leadership himself. I stayed by his side through the demo so he'd feel fully supported, and the response from leadership was enthusiastic applause and genuine excitement.