Problem Statement

Lowe’s legacy intranet platform, was originally built to centralize internal communication, HR resources, and operational tools for store associates and corporate employees. However, over time the system became outdated—plagued by poor navigation, inconsistent content, and a non-responsive interface that hindered mobile access for associates on the sales floor. Critical tasks such as viewing schedules, accessing training, and locating policy documents required multiple steps, leading to frustration, reduced productivity, and an over-reliance on managers or HR support. The lack of personalization, search functionality, and modern user experience failed to meet the needs of a digitally evolving workforce, ultimately impacting operational efficiency and employee satisfaction.

Research & Discovery

I led workshops and design sessions with stakeholds to understand current workflow painpoints.

Evaluate overall use of the legacy platform and complete a systems audit.

Created some visual maps of a proposed the workflow outlining business rules and technical constraints.

Insights & Design

Developed personas based on new direction.

Mapping out departmental in store user groups and noted bottlenecks.

Create some wireframes with associated information architecture highlighted dependancy data.

Ultimately creating mockups and key components that will handle primary functions.

Validation & Testing

I schedule routine work sessions to validate features and functionality for each department.

With the timeline we were able to use QA as a medium to test internally 2 – 3 sprints ahead of development allowing changes to be made.

Our team relied on that feedback to ensure favorable outcome for demo day.

Delivery

As the goal was to unite departments that may have drifted off within the enterprise, the success of myredvest spread fast creating a demand to be represented.

Hi-fidelity wireframes were initially provided in Sketch, Q3 2021 we transitioned to Figma.

Partnering with engineering to review design, noting new components for design system consumption and tagging key functions that will be monitored for reporting. 

Problem Statement

Lowe’s Pickup Monitors are critical tools used by in-store associates to track and fulfill online orders for customer pickup. However, the existing system suffers from limited visibility, poor prioritization cues, and inefficient task management—making it difficult for associates to quickly identify which orders are urgent, partially fulfilled, or delayed. The interface is cluttered and lacks real-time synchronization, often requiring manual refreshes or workarounds. These inefficiencies lead to delayed order readiness, frustrated customers, and increased strain on fulfillment teams. As COVID-19 protocols continued demand increases, the outdated Pickup Monitor experience fails to scale with operational demands, impacting customer satisfaction scores and internal fulfillment KPIs.

Research & Discovery

I led workshops and design sessions with stakeholders to understand current workflow pain points.

Evaluate overall pickup options available. Not all stores had lockers.

Insights & Design

Developed personas based on store availability locker vs non-locker stores.

Highlighting key flags associates use for alerts.

Create some wireframes with associated information architecture and risky data that should not be displayed.

Ultimately creating mockups and key components that will handle primary functions.

Validation & Testing

I schedule routine work sessions to validate features and functionality for each department.

Lowe’s has a mock store in Troutman NC where we could do walk throughs and preview the pickup signage and space where monitors will be. Stakeholders and leaders of store were included.

Delivery

New pickup protocols and monitors were launched Q1 2023 this was one my last projects I delivered.

Problem Statement

The Federal Reserve Bank of Kansas City, which serves as the headquarters for District 10-J—encompassing Kansas City, Oklahoma City, Denver, and Omaha—relies on an internal intranet to support communication, onboarding, and cross-departmental collaboration. However, the current intranet experience is fragmented, difficult to navigate, and fails to engage employees across regions and departments. New hires struggle to find relevant onboarding materials, organizational news is often buried or inconsistently accessed, and teams lack a centralized space to share resources, updates, and project information. This outdated system limits transparency, slows down knowledge-sharing, and weakens culture cohesion across the district. Revamping the intranet is essential to modernize employee engagement, streamline internal communication, and foster a more connected, efficient workforce across all locations.

Research & Discovery

I led workshops and design sessions with stakeholders to understand current workflow pain points.

Evaluate overall use of the legacy platform and complete a systems audit.

Provide guidance around technical constraints.

Insights & Design

Audit of internal system and their secured process across multiple branches.

Design mockups and hi-fidelity prototype in Axure. Primary for applicaton for user testing.

Constraints around security and access to certain systems created a challenge for some design needs.

Designs were broken into a phased approach base on resources per branch and different timezones.

Validation & Testing

I schedule routine design sessions to align stakeholder business goals. In effort to directly impact project visibility.

I grew our user testing group of associates across different departments to validate the prominent tools in the navigation.

Delivery

At the time FRBKC was more Agile Waterfall, if i had to describe it.

During delivery we held working sessions with development teams to address design and QA issues before scheduling production release.