The Challenge

A global financial services corporation faced growing pressure to keep pace with competitors in how they served insurance brokers working with high-net-worth clients. Brokers reported frustration with slow response times, inconsistent communication, and inefficiencies in the underwriting process. Internally, siloed teams and tech-centric initiatives made it difficult to see the customer experience as a whole, leaving leadership uncertain about where to focus improvements.

What I did

I was brought in as a strategy consultant focused on customer experience. Through mapping the broker journey along with internal processes plus scanning for market trends and case studies, I provided a clear view of how brokers interacted with the company within the context of the shifting market landscape. This process revealed friction points (e.g. unclear submission requirements caused delays in underwriting) and highlighted missed opportunities (e.g. deploy a digital portal).

Final recommendations included a list of quick wins, medium-term fixes, and strategic bets.

Resulting impact

By layering the technology-led initiative with a user-centric lens, my work provided leadership with needed clarity to improve broker satisfaction, strengthen loyalty, and position the business for growth in a competitive high-net-worth market.

✔ A clear picture of how brokers actually experienced the service.

✔ Alignment across teams on where the most critical gaps were.

✔ A roadmap of actionable improvements to deliver a smoother broker experience.

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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

CIBC launched its first online banking platform at a time when the internet itself was still new – and the idea of managing money online was unfamiliar and intimidating to many. The experience had to be simple, trustworthy, and reassuring to encourage adoption.

What I did

Working in a large team with both bank staff and IBM developers , my role included:

• Leading the design team for all customer-facing interfaces, including the CD package instructions
• Designing, planning, and conducting lab-based usability tests
• Building user confidence through intuitive, frictionless interface design

Resulting impact

✔ Successful launch recorded in the bank’s milestone history

✔ High adoption driven by ease of use and trust

✔ Established a foundation for future digital services, including online insurance and investments

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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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