The Challenge

Reliance Home Comfort, a major HVAC company, had a complex and fragmented customer experience (sales, repair) — across web, call center, and home visits — involving marketing, tech, and sales teams. Service breakdowns and unclear workflows made it hard to convert interest into action.

What I did

I conducted an omni-channel workflow analysis and mapped the full customer journeys (of both current and potential customers) across digital and in-person touchpoints.

• Pinpointed service gaps and opportunities
• Designed a new website architecture to simplify navigation
• Recommended technician training to upsell relevant upgrades during home visits

Resulting impact

✔ Streamlined end-to-end user experience with a clearer website structure

✔ Turned field service calls into soft sales opportunities while delivering a smoother customer experience

✔ Improved team alignment by connecting goals across function units

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The Challenge

KPMG was struggling to attract top university talent due to a lack of Social Media know-how and supporting operational infrastructure. With competitors actively engaging talent online, KPMG was at a disadvantage and risked losing visibility with next-generation recruits.

What I did

As the lead consultant, I developed a structured approach and a step-by-step strategic roadmap based on:

• Stakeholder interviews to uncover current processes, pain points, and internal goals
• A competitive analysis benchmarking KPMG against top competitors in Canada
• A comparative best practices study of relevant organizations across North America
• Proposed an innovative centralized “hub” model to unify and streamline their Social Media efforts

Resulting impact

✔ A phased roadmap with short-, medium-, and long-term actions to build internal capacity

✔ A clear strategy that gave KPMG confidence in transitioning from zero presence to an effective Social Media presence

✔ Set the foundation for scalable talent recruitment efforts with aligned operational support

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The Challenge

As personal banking underwent a rapid digital shift, one financial institution had invested heavily in self-serve platforms (from telephone to online banking). However, they could not confidently evaluate their ROI because their internal data such as call centre logs could not tell them enough about one key thing: how their services were perceived by the broader online customer base.

Customer Journey Mapping, as we know it today, did not exist then. Web presence was also a new thing for many companies.

What I did

By integrating my knowledge across business and UX domains, I devised a first-of-its-kind holistic evaluation system to tackle the challenge.

• Defined a five-stage customer experience matrix (Awareness → Research → Purchase → Usage → Support/Recommend)
• Led a team to audit and rank the bank’s web presence across each stage using custom heuristics
• Consolidated findings into a comprehensive SWOT analysis
• Delivered best-practice recommendations tailored to the bank’s digital evolution

Resulting impact

✔ Provided data-backed clarity on the bank’s digital positioning and maturity

✔ Enabled strategic planning for next-phase investments and communications

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The Challenge

UnitedHealth Group needed to do two things: unifying their fragmented backend databases, and creating a seamless digital experience for patients to find doctors and services across the country. Internally, there were disconnects across teams, tools, and UX practices – making a cohesive experience difficult to achieve,

What I did

I began by conducting two SWOT analyses, identifying gaps and opportunities:

• One assessing the organization’s UX process readiness
• One mapping their existing web presence

From this, I proposed a three-pronged strategy:

• Create UX consistency across all customer touchpoints, with the website as the central vehicle
• Align UX process with their operational process
• Actively engage customer-facing stakeholders

I also mapped complete user flows and produced wireframes to guide the web architecture redesign.

Resulting impact

✔ Delivered a unified and user-friendly digital experience for both patients and healthcare providers
✔ Improved internal collaboration across business units working on data and UX
✔ Supported backend database consolidation with a front-end strategy

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The Challenge

Long before streaming services became mainstream (when Netflix was still shipping DVDs by snail mail!), I was part of a pioneering team tasked with building one of the world’s first video-on-demand services — delivering educational content directly to home TVs. With broadband just emerging, the concept of real-time digital video delivery was futuristic, experimental, and technically ambitious.

What I did

Working in a fast-paced, agile environment, I collaborated with engineers to bring this vision to life through:

• Continuous, real-time UX-design-dev collaboration
• Rapid prototyping cycles aligned with engineering sprints
• Iterative user testing to refine usability as we pushed technical boundaries
• Refining user experience in almost real time, ensuring design decisions seamlessly aligned with development sprints – well ahead of the curve

Resulting impact

✔ Successfully launched a groundbreaking, first-of-its-kind streaming trial, delivering educational video directly into homes

✔ Demonstrated the viability of on-demand content delivery years before mainstream adoption

✔ Created an early UX–engineering partnership model that enabled rapid innovation

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