I design systems,
then I build them.

Each number links to the case study behind it.

• 28x x28x Designer output multiplier: one icon becomes every brand color, theme, and format Self-Service Tooling →
• $750K $K$750K Projected print cost savings Annual Statement Digital Transition →
• 1,000+ +1,000+ Agents signed on in the first week Annual Statement Digital Transition →
• 98% faster % faster98% faster Rate sheet production time Dynamic Rate Sheets →
• 7 to 80 7→7→80 Brand palette, contrast-mapped Aspire Design System →
• 1 to 5 1→1→5 UX team grown Building the UX Practice →

Each one starts with the problem and the constraint, then the decisions, what shipped, and what it changed. More work is on the projects page.

1. Aspire Design System

   Design systems · F&G · 2022–Present

   Problem

   Seven brand colors deemed “safe,” a handful of inconsistent components, and no shared source of truth, in a regulated industry where inconsistency is a compliance risk rather than just an aesthetic one.

   What shipped

   A token architecture re-derived in OKLCH and validated against a contrast grid, a component library that runs from Figma to production, and a contribution model a growing team could follow.

   Brand palette, contrast-mapped

   7→80

   Self-service tools that took routine requests out of the design queue

   3

   Read the case study : Aspire Design System→

2. Self-Service Tooling

   Tools for non-designers · F&G

   Problem

   Icon variants, image crops, branded patterns, and partner ads all waited in a designer's queue, even though most of them followed rules that never changed.

   What shipped

   An icon generator, an image cropper, a pattern-fill generator, and a co-branded ad builder. The guardrails are built into each tool instead of enforced in review.

   Designer output multiplier: one icon becomes every brand color, theme, and format

   28x

   Partner ads, instant — no design queue

   3 languages × 4 templates

   Read the case study : Self-Service Tooling→

3. Dynamic Rate Sheets

   Design engineering · F&G · 2021

   Problem

   Every rate change meant 3–4 days of hand-built rate sheets across 13,125 product and channel combinations, while sales waited on the update.

   What shipped

   A data-driven rate sheet system: a custom data layer, CSS Grid layouts, a print stylesheet that matches legacy output, and a Git audit trail for compliance.

   Rate sheet production time

   98% faster

   Product/channel combinations, zero manual setup

   13,125

   Read the case study : Dynamic Rate Sheets→

4. Annual Statement Digital Transition

   Digital experience · F&G · 2026

   Problem

   Every policyholder's annual statement was produced in print, a large recurring cost attached to a journey built around paper.

   What shipped

   A redesigned statement journey with digital delivery, built so going digital was an upgrade for the people reading it, not just a cost cut.

   Projected print cost savings

   $750K

   Agents signed on in the first week

   1,000+

   Read the case study : Annual Statement Digital Transition→

5. Building the UX Practice

   Design leadership & ops · F&G · 2022–Present

   Problem

   No one at F&G owned the user experience, and there was no shared way of working to build a team on.

   What shipped

   A UX practice grown from one person to five, with critique, craft standards, and the operations underneath it: a Netlify migration, a Jira compliance workflow, digital asset management, and the front-end guides F&G's AI coding agents work from.

   UX team grown

   1→5

   Compliance review cycles after moving to Jira

   40% shorter

   Read the case study : Building the UX Practice→

The systems work sits inside a broader role. I own F&G's digital and martech budget, and I treat most marketing problems as what they usually are: process, tooling, or handoff problems.

HubSpot contract savings, with more automation

$18K/yr $K/yr$18K/yr

Email workflow reduction

70% %70%

Site build times after Netlify migration

60% faster % faster60% faster