Work
I build and mature design systems that teams adopt because they solve real problems — token architectures that cross tech stacks, contribution models that scale without fragmenting, and cross-product alignment that holds without slowing teams down.
That discipline is forged in high-stakes, high-complexity environments where the margin for error is thin, and millions of people depend on what ships: legacy modernization, 0→1 builds, and now AI-integrated systems. Getting there means constant tradeoffs between speed, scale, and technical constraint, and knowing which one to protect when they conflict.
Through it all, I work as a player-coach, leading a 12-person practice from inside the work, not above it, developing designers into senior and lead roles while staying hands-on in the craft.
NDA: For projects under NDA, Proof points reflect only what's already public — no further details can be shared here.
Centers for Medicare & Medicaid Services (CMS)
Maturing a multi-brand Design System at CMS
Engagement: B2G, Design Systems, Healthcare
My role: UX Design Lead on the CMS Design System team
Problem: The CMS design system needed to serve three distinct brands — Healthcare.gov, Medicare.gov, and CMS.gov — across product teams building in different tech stacks, with inconsistent usability, accessibility, and design patterns across all of them.
Solution: I ran a discovery-first process: meeting with product teams sprint over sprint to surface pain points, then prioritizing system maturation with client alignment based on what teams actually needed. Partnering closely with the lead engineer, I helped align components across themes, review pull requests, deliver annotated Figma files that communicated design intent, and drive multi-brand alignment—including global header consensus across all three brands in just under two months.
Outcome: Adoption was voluntary because the system solved real problems. Millions of people rely on CMS digital services each month, powered by the design system we matured together.
Shipped: Centers for Medicare & Medicaid Services Design System
Proof points:
My role: UX Design Lead on the CMS Design System team
Problem: The CMS design system needed to serve three distinct brands — Healthcare.gov, Medicare.gov, and CMS.gov — across product teams building in different tech stacks, with inconsistent usability, accessibility, and design patterns across all of them.
Solution: I ran a discovery-first process: meeting with product teams sprint over sprint to surface pain points, then prioritizing system maturation with client alignment based on what teams actually needed. Partnering closely with the lead engineer, I helped align components across themes, review pull requests, deliver annotated Figma files that communicated design intent, and drive multi-brand alignment—including global header consensus across all three brands in just under two months.
Outcome: Adoption was voluntary because the system solved real problems. Millions of people rely on CMS digital services each month, powered by the design system we matured together.
Shipped: Centers for Medicare & Medicaid Services Design System
Proof points:
2nd Watch
Establish an Enterprise Design System
Engagement: B2B, Design Systems, Enterprise SaaS
My Role: Consultant, Design System SME
Problem: 2ndWatch's next-generation SaaS suite lacked design standards, resulting in a fragmented UI, misaligned components, and technical debt that made the product harder to build and use.
Solution: Brought in as the design systems expert, I built the foundational design language from the ground up over eight months — an 8px baseline grid, spacing scale, WCAG AAA color palette, typography system, elevation and shadow model, interaction and animation standards, and a full component library covering navigation, forms, tables, cards, modals, search, and page layout. The result was a 23-page system specification built for developers to implement consistently across the enterprise product suite.
Outcome: 2ndWatch had a coherent design foundation for their second-generation platform, the groundwork for a scalable system that could grow with the product.
My Role: Consultant, Design System SME
Problem: 2ndWatch's next-generation SaaS suite lacked design standards, resulting in a fragmented UI, misaligned components, and technical debt that made the product harder to build and use.
Solution: Brought in as the design systems expert, I built the foundational design language from the ground up over eight months — an 8px baseline grid, spacing scale, WCAG AAA color palette, typography system, elevation and shadow model, interaction and animation standards, and a full component library covering navigation, forms, tables, cards, modals, search, and page layout. The result was a 23-page system specification built for developers to implement consistently across the enterprise product suite.
Outcome: 2ndWatch had a coherent design foundation for their second-generation platform, the groundwork for a scalable system that could grow with the product.
Centers for Medicare & Medicaid Services (CMS)
CMS Quality Payment Program (QPP) Design System
Engagement: B2G, Design Systems, Healthcare
My role: Sr. UX Designer on the QPP HCD team
Problem: Practitioners logging into QPP struggled to identify which reporting actions drove their highest-quality payout, and the team's design system lacked a shared token foundation; React and Angular teams built components independently, risking fragmentation as the system scaled.
Solution: I restructured the logged-in experience using OOUX & IA methods so practitioners could quickly surface their highest-payout reporting actions. In parallel, I laid the foundation for a token architecture spanning Figma, Style Dictionary, and JSON, enabling seamless flow of component tokens across both React and Angular teams, without forcing a migration.
Outcome: Practitioners could act on their highest-value reporting tasks faster, and 8 teams could use a shared design language without disrupting their existing stacks. The foundation held after I left the team — Kate continued the work, scoping a program-wide redesign across 10+ applications and cutting development time by over 65% by building on the established architecture.
Shipped: https://qpp.cms.gov/
Proof points:
My role: Sr. UX Designer on the QPP HCD team
Problem: Practitioners logging into QPP struggled to identify which reporting actions drove their highest-quality payout, and the team's design system lacked a shared token foundation; React and Angular teams built components independently, risking fragmentation as the system scaled.
Solution: I restructured the logged-in experience using OOUX & IA methods so practitioners could quickly surface their highest-payout reporting actions. In parallel, I laid the foundation for a token architecture spanning Figma, Style Dictionary, and JSON, enabling seamless flow of component tokens across both React and Angular teams, without forcing a migration.
Outcome: Practitioners could act on their highest-value reporting tasks faster, and 8 teams could use a shared design language without disrupting their existing stacks. The foundation held after I left the team — Kate continued the work, scoping a program-wide redesign across 10+ applications and cutting development time by over 65% by building on the established architecture.
Shipped: https://qpp.cms.gov/
Proof points:
U.S. Department of Veterans Affairs (VA)
VA AI Pilots
Engagement: B2G, Zero-to-One, AI Pilot, Legacy VistA EHR
My role: UX Design Lead on the AI Pilot team.
Problem: Clinical staff working within VA's legacy infrastructure lack efficient ways to synthesize complex patient data, creating bottlenecks in veterans' benefits decisions at the moments that matter most.
Solution: I was brought in to lead a design turnaround, partnering with research, engineering, and data scientists to deliver a conversational AI tool for clinical staff. I designed the frontend interface that interacted with VA's first MCP server, wrapping the VA's legacy VistA EHR system to connect a clinical LLM workflow to live patient data tested by practitioners. This work set direction for VA's broader AI strategy.
Amazing to see the way the team was able to change direction and end the year delivering a tool that is on the cutting edge of genAI practices today, and hasn’t been done at VA yet. ~ Government Partner
Using AI tools to build working prototypes in real time, I compressed design alignment with the client from biweekly sprints down to days, giving them something to react to and redirect rather than a deck to approve. That real-time cadence became the foundation for my thinking on the forward-deployed designer model.
Shipped: A generative AI tool, "VA GPT," was used by nearly 100,000 staff as of September 2025, saving each an estimated two to three hours per week.
Proof points:
My role: UX Design Lead on the AI Pilot team.
Problem: Clinical staff working within VA's legacy infrastructure lack efficient ways to synthesize complex patient data, creating bottlenecks in veterans' benefits decisions at the moments that matter most.
Solution: I was brought in to lead a design turnaround, partnering with research, engineering, and data scientists to deliver a conversational AI tool for clinical staff. I designed the frontend interface that interacted with VA's first MCP server, wrapping the VA's legacy VistA EHR system to connect a clinical LLM workflow to live patient data tested by practitioners. This work set direction for VA's broader AI strategy.
Amazing to see the way the team was able to change direction and end the year delivering a tool that is on the cutting edge of genAI practices today, and hasn’t been done at VA yet. ~ Government Partner
Using AI tools to build working prototypes in real time, I compressed design alignment with the client from biweekly sprints down to days, giving them something to react to and redirect rather than a deck to approve. That real-time cadence became the foundation for my thinking on the forward-deployed designer model.
Shipped: A generative AI tool, "VA GPT," was used by nearly 100,000 staff as of September 2025, saving each an estimated two to three hours per week.
Proof points:
B2B at U.S. Department of Veterans Affairs (VA)
Maturing a Developer Experience Platform
Engagement: B2G, DX, REST APIs, Enterprise Infrastructure
My role: Senior UX designer serving as a super individual contributor, supporting several teams across a 115+ person platform.
Problem: The challenge was to evolve a beta API service into a comprehensive developer-focused ecosystem, enabling consumers to build tools that better serve Veterans.
Solution: I advanced the platform from beta to version 2.0 by redesigning the onboarding path, support, and API collection, creating a scalable, developer-focused API ecosystem.
The VA Lighthouse Developer Experience program drives operational excellence, modernizing VA technology to enhance user experiences with secure digital tools. ~ VA’s Office of Information & Technology
Shipped: VA Developer platform
Proof points:
My role: Senior UX designer serving as a super individual contributor, supporting several teams across a 115+ person platform.
Problem: The challenge was to evolve a beta API service into a comprehensive developer-focused ecosystem, enabling consumers to build tools that better serve Veterans.
Solution: I advanced the platform from beta to version 2.0 by redesigning the onboarding path, support, and API collection, creating a scalable, developer-focused API ecosystem.
The VA Lighthouse Developer Experience program drives operational excellence, modernizing VA technology to enhance user experiences with secure digital tools. ~ VA’s Office of Information & Technology
Shipped: VA Developer platform
Proof points:
U.S. Department of Veterans Affairs (VA)
MVP Enterprise Developer Platform
Engagement: B2G, DX, REST APIs, Enterprise Infrastructure
My role: Senior UX Designer on the Developer Experience team
Problem: The VA faced a challenge filling a void within the organization, resulting in duplicative efforts. This issue stemmed from the lack of a centralized approach to sharing digital services across siloed teams.
Solution: I designed a tightly time-boxed 0→1 MVP internal developer platform to set the stage for continued Digital Transformation at the VA. Ongoing authorization allows VA to ship secure, authorized software 80% faster, placing VA as a frontrunner in the federal civilian agency space.
Working directly with engineers, I co-branded Spotify's open-source Backstage.io platform by adapting the VA Design System's design tokens into Material UI — translating visual decisions into structured JSON and ensuring they were consumable by the development team.
Shipped: code.va.gov
(Internal to VA, Citrix Access Gateway required)
Proof points:
My role: Senior UX Designer on the Developer Experience team
Problem: The VA faced a challenge filling a void within the organization, resulting in duplicative efforts. This issue stemmed from the lack of a centralized approach to sharing digital services across siloed teams.
Solution: I designed a tightly time-boxed 0→1 MVP internal developer platform to set the stage for continued Digital Transformation at the VA. Ongoing authorization allows VA to ship secure, authorized software 80% faster, placing VA as a frontrunner in the federal civilian agency space.
Working directly with engineers, I co-branded Spotify's open-source Backstage.io platform by adapting the VA Design System's design tokens into Material UI — translating visual decisions into structured JSON and ensuring they were consumable by the development team.
Shipped: code.va.gov
(Internal to VA, Citrix Access Gateway required)
Proof points:
Internal Revenue Service (IRS)
Paper-to-digital Modernization
Engagement: B2G, Zero-to-One, Tax/Gov Services
My role: UX Design Lead, IRS Individual Taxpayer Identification Number (ITIN) modernization
Problem: IRS teams processed ITIN applications through a paper-based intake workflow that slowed internal operations, increased staff cognitive load, and delayed service to taxpayers.
Goal: Led design of a 0→1 low-code intake workflow, replacing manual paper handling with a fully digitized, end-to-end process — from research and assumption testing through delivery.
Outcome: Delivered a system MVP that cut paper dependency, streamlined intake for IRS teams, and reduced taxpayer wait times — advancing the agency's paper-to-digital modernization goals.
Proof points:
My role: UX Design Lead, IRS Individual Taxpayer Identification Number (ITIN) modernization
Problem: IRS teams processed ITIN applications through a paper-based intake workflow that slowed internal operations, increased staff cognitive load, and delayed service to taxpayers.
Goal: Led design of a 0→1 low-code intake workflow, replacing manual paper handling with a fully digitized, end-to-end process — from research and assumption testing through delivery.
Outcome: Delivered a system MVP that cut paper dependency, streamlined intake for IRS teams, and reduced taxpayer wait times — advancing the agency's paper-to-digital modernization goals.
Proof points:
B2C at Eastern Washington University (EWU)
User-centered full site redesign
My role: UX Developer
Problem: It had been nearly a decade since the last time the website had undergone any change, and honestly, it looked like it.
I hate that a new tab opens every time you click a link. It drives me crazy. I also think the look of the website is a little... Not very exciting.
~Student feedback.
Solution: I integrated user-centered UX design methods to inform the redesign of ewu.edu, driven by the needs of prospective students.
After launch, we condensed and documented the design patterns that surfaced from the main site so that we stayed consistent in building the rest of the college sites out using the same user-centered frameworks.
Shipped: ewu.edu
Proof points:
Problem: It had been nearly a decade since the last time the website had undergone any change, and honestly, it looked like it.
I hate that a new tab opens every time you click a link. It drives me crazy. I also think the look of the website is a little... Not very exciting.
~Student feedback.
Solution: I integrated user-centered UX design methods to inform the redesign of ewu.edu, driven by the needs of prospective students.
After launch, we condensed and documented the design patterns that surfaced from the main site so that we stayed consistent in building the rest of the college sites out using the same user-centered frameworks.
Shipped: ewu.edu
Proof points:
Other brands I've worked with
- RoastHouse CoffeeManaged secure infrastructure for an ExpressionEngine platform.
- 2ndWatchCreated a design system to support the second-generation product line.
- UnconferenceApplied a brand refresh for the unconference consulting group.
- City of SpokaneDesigned the web interface for the municipal website and associated departments.
- Brooklyn Deli & LoungeDelivered a fully responsive digital restaurant storefront.
- Strands off BroadwayDeveloped a branded web experience for a local salon client.
- Linda Kozora PTDesigned a digital presence featuring services and appointments.
- UxiliaryProvided web consultant services.
What I do
As a design leader with over 20+ years of experience, I lead and deliver user-centered, accessible products within complex government and enterprise systems, driving 0→1 product builds, modernizing legacy platforms, and integrating AI into production environments.
I operate at the intersection of design and engineering, partnering with cross-functional teams to scale and specialize in maturing design systems.