I lead the inclusive design strategy for Meta's entire wearables portfolio: Ray-Ban Meta, Oakley Meta, Meta Ray-Ban Display, and the Meta AI app.

My work spans software and hardware, ensuring ergonomics, assistive tech, and the onboarding experience work together seamlessly. Working with emerging device formats requires establishing new accessibility standards. I design the accessibility settings and core assistive features that make these devices usable, ensuring that specific user needs are built directly into the interface.

To scale this work across a massive cross-functional organization, I built AI-powered tools and self-serve infrastructure that enable our designers and engineers to solve accessibility challenges independently. I regularly demo these experiences for people with disabilities, and it is incredibly rewarding to see someone use a device to interact with the world in a new way.

This impact is why our work has been recognized in the inaugural Forbes Accessibility 100, and why outlets like The Verge and the WSJ have cited our work as transformative for blind and low-vision users.

Performance: Exceeds Expectations, 2025.

Every design decision at Instagram reaches billions of people. I owned two surfaces where I felt the full weight of that impact: push notifications and new user onboarding.

On notifications, I set the product principles for how billions of notifications reach people every day. Working in a growth team means constant tension between engagement goals and what is actually good for users. I believed every notification had to earn its place, and pushed for that even when it ran against growth instincts. The onboarding notifications showed it was worth it: designed around what new users needed to learn and do, they performed well. Quality and growth were not at odds. The quality drove it.

On onboarding, I ran full strategy for most of a year without a PM. I audited competitors to find where Instagram fell short, including a pattern of empty states that were not showing new users what the platform was for. I worked with the Product Creative team to bring more personality to the experience. I also led a separate effort for Instagram Lite, mentoring junior designers to build a vision around the needs of people in emerging markets.

Performance: Exceeds Expectations, 2023.

Mobilize was my first social impact role and the first time I was brought in to build a design practice.

As the first full-time design hire, I built the foundations: UX writing, design systems, user research, accessibility. None of it existed in a formal way before I joined. I built and documented it, bringing along a contractor who later joined full-time. I shipped features across mobile, desktop, SMS, and email while helping shape product strategy.

Accessibility wasn’t optional here. If I was building tools for progressive organizing, they had to work for people with disabilities too. I led the accessibility work end to end: auditing against WCAG, improving keyboard navigation, screen reader experience, and focus management, treating it as a design problem rather than a compliance checklist. I also pitched and shipped new ways for event organizers to describe the accessibility of their events.

Designing for online graduate programs means the platform has to work for everyone taking those courses. That requirement shaped everything I did here.

I was responsible for ensuring my design work met accessibility standards, and ran user research and testing to keep decisions grounded. I also worked with engineering to turn informal style guide work into shared documentation that could scale. Making implicit knowledge explicit and building infrastructure for consistent quality is something I’ve carried into every role since.

This is where accessibility stopped being a practice I cared about and became the thing I wanted my work to be about.

Pandora hired me as a visual designer. Over two years I built the role into something they didn’t have yet.

I taught myself learning experience design, made the case for it internally, and expanded from visual and brand work into UX, instructional design, and human-centered curriculum, because I kept asking what employees actually needed to grow and then building it.

I also started the Pandora Design resource group, the first effort to connect designers across the company. That instinct, finding the gap no one has named and building the thing that fills it, has shown up in every role since.​​​​​​​​​​​​​​​​