Transformation Isn't Accidental.
It's Designed.

For America's largest jeweler, I led the innovation team to define their end-to-end customer service blueprint at the height of the pandemic. This work was done in parallel with launching their first-ever virtual sales and service capabilities, which mobilized associates to engage with customers from home during lockdown. I pioneered an agile CX strategy definition framework that enabled the team to quickly ideate, validate, and prioritize concepts for this new reality, rapidly building a backlog that fundamentally changed how customers engaged with their digital properties.

The success of the customer blueprint directly led to a new mandate: transform the in-store employee experience. This involved creating a second end-to-end blueprint for internal tools, starting with a project to decouple their legacy Point-of-Sale system.

Walgreens' innovation teams were operating in a reactive mode, struggling to align their work to the company's broader strategic pillars. I collaborated directly with executive leadership, conducting interviews to fine-tune and define their highest-level strategic pillars. I then led the work to decompose those pillars layer by layer into quantifiable KPIs and OKRs, which could be leveraged within a DVF framework to prioritize innovation initiatives from across the organization. In addition to building the framework, I owned the socialization plan and communication strategy to generate excitement, brand the initiatives, and build the momentum needed to drive them home.