North America’s Largest Apparel Platform.

Taking a multi-billion-dollar design org AI-first

I lead the UXR, UX, and UI teams for one of the largest B2B and B2C apparel platforms in the US. The mandate I set was simple to say and hard to do: make AI the default starting point for how we research, explore, and prototype, not a side experiment a few people poke at. Not more output, faster. The same craft, with the slow parts removed, so the team spends its judgment where judgment actually matters.

Design that drives the business, not just the org

The AI work is how my team moves faster; the product work is what we move. I own the UX and UI across the entire eCommerce site, and I still design the hardest, highest-stakes surfaces myself, including the product detail page that moves millions in revenue every day. I ship real products that change what customers experience and internal tools that change how the company works, all while growing the designers and researchers who own the rest of the roadmap. Sleeves up, in the work, setting the bar by hitting it.

The 320-hour workflow that now takes an hour

The clearest proof: getting a wave of new products live on the site used to swallow hundreds of hours, a hundred products at a time, each one needing careful, on-brand copy. I mapped how the team already worked and took the slow part off their plate, so the same launch now takes about an hour and lands as a one-click import. The point was never speed for its own sake. It is a win on both sides: the team gets those hours back for the work that actually needs a person, and customers get a better page, because before, with no shared process, the writing ran anywhere from twenty words to two hundred, some of it in all caps, and that inconsistency quietly eroded trust. Now it is consistent and clear.

One sitting, one delivered feature

I won our company hackathon by researching, designing, and spec’ing a complete order grace-period feature, cancel within 30 minutes, in a single sitting. The research, the design, and the calls were mine. AI took the busywork out of the way so I could move that fast without cutting a corner. It is built and in final QA before deploy. That’s the leverage I build into my teams: a complete, real feature, start to finish, in a single sitting.

From novelty to default

Adoption is the hard part, and it does not happen by mandate. I became the central AI partner across 12 to 15 teams, fielding 30-plus requests, and grew the early adopters past 40 in about six months, inside an organization of more than 6,000 people. I run workshops, built a culture of sharing, and grew Figma from a couple of users when I arrived to more than 300. I wrote the AI vision and roadmap and presented it to the executive team. AI went from a thing a few curious people tried to the default way the org starts a problem.

Exploration got cheap

When the cost of trying something drops, behavior changes. We test three or four directions in the time it used to take to polish one. Designers spend their hours directing, editing, and validating instead of producing from scratch, and they show up to kickoffs with evidence and working concepts instead of a promise to come back later.

Design’s seat at the table

All of it adds up to one thing: design moves at the speed of the business now, and shows up with proof. That is what changes design’s standing at a company this size. Not a manifesto, but consistently arriving early, with options, backed by research. That is the org I’m building.