Role: Principal UX / Enterprise Transformation
Focus: Identity, enrollment, broker experiences, self-service, AI adoption
Environment: Healthcare, regulated enterprise, B2B/channel partner ecosystem

At Kaiser Permanente, my work has focused on large-scale digital transformation across the commercial customer and channel partner ecosystem, including brokers, general agencies, employers, prospects, customers, and internal teams responsible for sales, administration, renewal, identity, enrollment, and support.

This was not a single product problem. It was an ecosystem problem.

The experience spanned thousands of pages, PDFs, templates, workflows, applications, business rules, regional variations, legacy systems, and organizational dependencies. Much of the work involved helping teams see the broader system clearly enough to improve it.

My role centered on creating shared understanding, simplifying complexity, and translating business, technical, and user needs into digital experiences that could scale nationally.

The Opportunity

Commercial health plan shopping, administration, broker support, enrollment, and renewal are complex by nature. The challenge was not simply to make individual screens easier to use, but to create a more connected digital foundation across the full customer and channel partner lifecycle.

That meant improving how people found information, accessed tools, completed tasks, moved between systems, and understood what to do next.

It also meant aligning teams across product, engineering, content, accessibility, business operations, legal, compliance, marketing, and regional stakeholders.

My Role

My work included:

• National information architecture and navigation across commercial group and broker experiences

• AEM component and template strategy supporting large-scale content migration and standardization

• Broker and general agency digital access

• Broker appointing and onboarding

• Broker of Record automation

• Group enrollment and new group setup workflows

• Identity and single sign-on strategy across integrated applications

• Plan comparison and shopping experiences

• Accessibility and design system alignment

• AI adoption, governance, and training frameworks for UX and product teams

Across these efforts, the common thread was helping teams move from fragmented experiences toward more consistent, scalable, and understandable systems.

Scale

The transformation included:

• 50+ AEM components

• 8 AEM master templates with 16 child variations

• 1,350+ unauthenticated pages

• 3,500+ PDFs

• 30 categories of static and dynamic content

• Integration planning for 1,200+ account.kp.org pages into new templates and components

• Phase 1 B2B identity platform single sign-on across 8 integrated applications

This work required more than interface design. It required system design, governance, prioritization, migration strategy, stakeholder alignment, and a practical understanding of how enterprise change actually happens.

Selected Outcomes

The work contributed to measurable improvements across access, self-service, operational efficiency, and business performance, including:

• Increased general agency digital access from 0% pre-launch to 100% among launched firms

• Increased new group submissions through self-service from 0% pre-launch to 77%

• Achieved 100% utilization for consolidated multi-state broker appointing

• Reduced broker appointing email and call volume by 13%

• Reduced KPIF broker access email and call volume by 30%

• Reduced member enrollment time from 5 days to 2 minutes

• Reduced new group installation turnaround from 3 days to 30 seconds

• Increased annual digital improvement release cadence from 3 to 21 releases

• Captured 1,035 new leads through migrated and redesigned content with a 96% engagement rate

• Supported 2,200 new commercial group members year to date, exceeding goal by 146.67%

• Supported an 11% sales increase with Word & Brown

The results reflected a larger pattern: when complex systems become easier to understand and use, both customer experience and business performance improve.

AI Adoption and Governance

More recently, my work at Kaiser Permanente has extended into AI adoption, UX training, and enterprise governance.

Rather than treating AI as a novelty or productivity shortcut, I helped frame it as a new capability that must be integrated thoughtfully into existing systems, teams, and decision-making practices.

This work included AI workshop design, prompting frameworks, evaluation criteria, exploratory versus production guidance, deterministic versus probabilistic system models, human judgment checkpoints, executive communication, and adoption playbook development.

The goal was not simply to help teams use AI tools. The goal was to help the organization understand where AI belongs, where it does not, and how human judgment remains central to responsible adoption.

Why This Work Matters

Healthcare is personal, regulated, operationally complex, and often difficult for people to navigate. Even in B2B and channel partner contexts, the quality of the experience affects real people: employers choosing coverage, brokers supporting clients, teams processing enrollment, and members depending on access to care.

The opportunity was to make a complicated system more understandable and more useful.

That has been the consistent thread of my work: helping organizations transform complexity into experiences people can trust, navigate, and use effectively.

Selected work is summarized at a high level to respect confidentiality, enterprise governance, and client/IP constraints.