Texas
Instruments
Transforming a complex global commerce platform into a simpler, more consistent experience.
Company · Texas Instruments
Industry · Technology / Semiconductor Manufacturing
Role · Creative Director | Snr. UX Designer
Location · Global
Context · Fortune 500 company
Team size · 50+
Summary
During my five and a half years at [Company], I worked across [products, teams, or areas], helping to design everything from [example] to [example].
Trying to squeeze that much work into a single case study would leave out most of the story. So instead, this page is a curated selection of the products, features, and experiences I helped bring to life.
Some of this work is confidential, and every project has more context than a few screenshots can capture. If you’d like to see a detailed case study or learn more about my process, decisions, and impact, get in touch.
Design system
Design system
Component based architecture for consistency
To improve consistency across TI.com—and stop every product manager and content author from becoming a part-time designer—we created a shared component system in Figma and code. Instead of leaving teams to assemble pages from scratch, the system gave them flexible, reusable building blocks with good design already baked in.
Advantages:
- Designers stopped rebuilding common interface patterns.
- Teams gained consistency across TI products.
- Changes could propagate across many screens.
- Engineers received more predictable specifications.
- Accessibility and interaction rules could be solved once.
- Teams spent more time addressing product problems and less time recreating UI.
Core blocks
Design System
More than a component library, the design system gave teams a shared framework of principles, tokens, components, and patterns. It strengthened brand perception, accelerated design and development, and made it easier to launch localized commerce and richer account-management features without reinventing the experience for every market.
navigation
Resolving a fragmented experience
Trying to squeeze that much work into a single case study would leave out most of the story. So instead, this page is a curated selection of the products, features, and experiences I helped bring to life.
Some of this work is confidential, and every project has more context than a few screenshots can capture. If you’d like to see a detailed case study or learn more about my process, decisions, and impact, get in touch.
Navigation issues
Fragmented implementation
Rather than have an application where the user could only scroll 3-4 images (that were poorly formatted), we wanted to harness the concept of taste and continuous browsing without the user ‘needing’ to go back and search. It was catered towards discovery, or ‘window shopping’
Buried information
We didn’t restrict the app to not only one website, but opened it up where the user could upload an existing image, take one from the street, or simply browse items. There were zero limiting factors.
Strategy
Strategy
Diagram standards
Technical block diagrams are essential to electrical engineering, yet teams across Texas Instruments used different tools, styles, and conventions. We created a global standard that helped engineers, technical authors, and illustrators produce diagrams that were legible, accessible, and consistent—while clearly communicating the features, benefits, and value of each semiconductor architecture.
diagrams
Creating a standard for highly complex systems
Trying to squeeze that much work into a single case study would leave out most of the story. So instead, this page is a curated selection of the products, features, and experiences I helped bring to life.
Some of this work is confidential, and every project has more context than a few screenshots can capture. If you’d like to see a detailed case study or learn more about my process, decisions, and impact, get in touch.
Scaling to print
Rather than have an application where the user could only scroll 3-4 images (that were poorly formatted), we wanted to harness the concept of taste and continuous browsing without the user ‘needing’ to go back and search. It was catered towards discovery, or ‘window shopping’
Managing mass transactions
globalization & commerce
The Problem
Texas Instruments suffered from a long and unnecessarily complicated checkout. Users couldn’t easily edit information, correct mistakes, or recover from errors. For high-value transactions, this friction created doubt—and doubt kills purchases.
Making Progress Visible
We redesigned the checkout to show customers exactly where they were, what they had completed, and what remained. Applying the endowed-progress effect transformed one enormous administrative task into a series of manageable steps with a visible end.
Customers could move between these steps, edit information, and resolve errors without losing their progress or restarting the transaction.
Supporting Global Purchases
We introduced payment methods based on regional requirements and allowed customers to monitor orders, respond to compliance issues, and make necessary adjustments.
Power users could connect their own freight accounts and use preferred carriers, giving businesses greater control over shipping costs and fulfilment.
Eligible customers could also enter and validate their VAT information during checkout. This ensured the correct tax treatment and compliant invoices while reducing unnecessary payments, reimbursements, and administrative work.
Behavioural strategy
Understanding biases to improve all touchpoints
Using principles from behavioural economics and cognitive psychology, we examined the entire customer journey—from discovery and refinement to support, purchase, and the behaviours that continued offline.
The objective wasn’t simply to present the right information. It was to present it at the precise moment it became valuable. By applying principles such as the endowed-progress effect, self-fulfilling prophecy, and the law of small numbers, we connected each touchpoint to the motivations, expectations, and biases shaping customer decisions.
This helped users discover products, complete complex purchases, and manage orders with less friction. Instead of optimizing isolated screens, we designed one behavioural system around the complete customer experience.
Fragmented implementation
Rather than have an application where the user could only scroll 3-4 images (that were poorly formatted), we wanted to harness the concept of taste and continuous browsing without the user ‘needing’ to go back and search. It was catered towards discovery, or ‘window shopping’
Navigation issues
Buried information
We didn’t restrict the app to not only one website, but opened it up where the user could upload an existing image, take one from the street, or simply browse items. There were zero limiting factors.
Navigation issues
Endowed progress
Rather than have an application where the user could only scroll 3-4 images (that were poorly formatted), we wanted to harness the concept of taste and continuous browsing without the user ‘needing’ to go back and search. It was catered towards discovery, or ‘window shopping’
Strategy
Diagram standards
To improve consistency across TI.com—and stop every product manager and content author from becoming a part-time designer—we created a shared component system in Figma and code. Instead of leaving teams to assemble pages from scratch, the system gave them flexible, reusable building blocks with good design already baked in.
Advantages:
- Designers stopped rebuilding common interface patterns.
- Teams gained consistency across TI products.
- Changes could propagate across many screens.
- Engineers received more predictable specifications.
- Accessibility and interaction rules could be solved once.
- Teams spent more time addressing product problems and less time recreating UI.
outcome
ACQUIRED
Decreased bounce rate, increased time using app, increased click through rates. The concept alone garnered massive investor interest and ultimately Hovr was acquired by Slyce in June 2014 for $5 million USD.
I then went on to mentor startups at InCubes (where Hovr was incubated) to help founders define the core value of what they were building, how to actualize it, and how to pitch the concept for funding. At InCubes, I worked closely with technical founders (sometimes for profit—others not) to define the core essence of what they were creating, and used my knowledge of rhetoric to attract investors.
outcome
ACQUIRED
Decreased bounce rate, increased time using app, increased click through rates. The concept alone garnered massive investor interest and ultimately Hovr was acquired by Slyce in June 2014 for $5 million USD.
I then went on to mentor startups at InCubes (where Hovr was incubated) to help founders define the core value of what they were building, how to actualize it, and how to pitch the concept for funding. At InCubes, I worked closely with technical founders (sometimes for profit—others not) to define the core essence of what they were creating, and used my knowledge of rhetoric to attract investors.
CoLab
The collaborative application that enhances focus, removes the unimportant information to keep team members engaged daily.
UX Research
I’m committed to UX research that can withstand scrutiny—research grounded in real behaviour, representative evidence, mixed methods, and hypotheses that can be tested, challenged, and disproven. That means moving beyond tiny sample sizes, fixed personas, leading questions, and think-aloud theatre that produces neat slides without reliable insight. If a seasoned scientist would laugh at the methodology, it should not be guiding a product.
Creative Direction Team Development
I help organizations foster creative environments that value diversity, rigor, and personal modalities of working. Whether training internal teams or building them from scratch, we support creative leadership that knows how to think—and how to help others think more soundly. Neurodivergence isn’t a liability—it’s a resource.
Strategic Foresight
I use speculative design, weak signal analysis, and scenario planning to imagine products, systems, and markets that do not yet exist. The goal is not to predict the future. It is to create ideas capable of shaping it—by identifying emerging technologies before they become obvious and turning them into concepts that can disrupt categories, alter behaviour, and redefine what people expect.
Other projects
Where I excel and my unique take on these practices…
Texas
Instruments
Transforming a complex global commerce platform into a simpler, more consistent experience.
Company · Texas Instruments
Industry · Technology / Semiconductor Manufacturing
Role · Creative Director | Snr. UX Designer
Location · Global
Context · Fortune 500 company
Team size · 50+
Summary
During my five and a half years at [Company], I worked across [products, teams, or areas], helping to design everything from [example] to [example].
Trying to squeeze that much work into a single case study would leave out most of the story. So instead, this page is a curated selection of the products, features, and experiences I helped bring to life.
Some of this work is confidential, and every project has more context than a few screenshots can capture. If you’d like to see a detailed case study or learn more about my process, decisions, and impact, get in touch.
Design system
Design system
Component based architecture for consistency
To improve consistency across TI.com—and stop every product manager and content author from becoming a part-time designer—we created a shared component system in Figma and code. Instead of leaving teams to assemble pages from scratch, the system gave them flexible, reusable building blocks with good design already baked in.
Advantages:
- Designers stopped rebuilding common interface patterns.
- Teams gained consistency across TI products.
- Changes could propagate across many screens.
- Engineers received more predictable specifications.
- Accessibility and interaction rules could be solved once.
- Teams spent more time addressing product problems and less time recreating UI.
Core blocks
Design System
More than a component library, the design system gave teams a shared framework of principles, tokens, components, and patterns. It strengthened brand perception, accelerated design and development, and made it easier to launch localized commerce and richer account-management features without reinventing the experience for every market.
navigation
Resolving a fragmented experience
Trying to squeeze that much work into a single case study would leave out most of the story. So instead, this page is a curated selection of the products, features, and experiences I helped bring to life.
Some of this work is confidential, and every project has more context than a few screenshots can capture. If you’d like to see a detailed case study or learn more about my process, decisions, and impact, get in touch.
Navigation issues
Fragmented implementation
Rather than have an application where the user could only scroll 3-4 images (that were poorly formatted), we wanted to harness the concept of taste and continuous browsing without the user ‘needing’ to go back and search. It was catered towards discovery, or ‘window shopping’
Buried information
We didn’t restrict the app to not only one website, but opened it up where the user could upload an existing image, take one from the street, or simply browse items. There were zero limiting factors.
Strategy
Strategy
Diagram standards
Technical block diagrams are essential to electrical engineering, yet teams across Texas Instruments used different tools, styles, and conventions. We created a global standard that helped engineers, technical authors, and illustrators produce diagrams that were legible, accessible, and consistent—while clearly communicating the features, benefits, and value of each semiconductor architecture.
diagrams
Creating a standard for highly complex systems
Trying to squeeze that much work into a single case study would leave out most of the story. So instead, this page is a curated selection of the products, features, and experiences I helped bring to life.
Some of this work is confidential, and every project has more context than a few screenshots can capture. If you’d like to see a detailed case study or learn more about my process, decisions, and impact, get in touch.
Scaling to print
Rather than have an application where the user could only scroll 3-4 images (that were poorly formatted), we wanted to harness the concept of taste and continuous browsing without the user ‘needing’ to go back and search. It was catered towards discovery, or ‘window shopping’
Managing mass transactions
globalization & commerce
The Problem
Texas Instruments suffered from a long and unnecessarily complicated checkout. Users couldn’t easily edit information, correct mistakes, or recover from errors. For high-value transactions, this friction created doubt—and doubt kills purchases.
Making Progress Visible
We redesigned the checkout to show customers exactly where they were, what they had completed, and what remained. Applying the endowed-progress effect transformed one enormous administrative task into a series of manageable steps with a visible end.
Customers could move between these steps, edit information, and resolve errors without losing their progress or restarting the transaction.
Supporting Global Purchases
We introduced payment methods based on regional requirements and allowed customers to monitor orders, respond to compliance issues, and make necessary adjustments.
Power users could connect their own freight accounts and use preferred carriers, giving businesses greater control over shipping costs and fulfilment.
Eligible customers could also enter and validate their VAT information during checkout. This ensured the correct tax treatment and compliant invoices while reducing unnecessary payments, reimbursements, and administrative work.
Behavioural strategy
Understanding biases to improve all touchpoints
Using principles from behavioural economics and cognitive psychology, we examined the entire customer journey—from discovery and refinement to support, purchase, and the behaviours that continued offline.
The objective wasn’t simply to present the right information. It was to present it at the precise moment it became valuable. By applying principles such as the endowed-progress effect, self-fulfilling prophecy, and the law of small numbers, we connected each touchpoint to the motivations, expectations, and biases shaping customer decisions.
This helped users discover products, complete complex purchases, and manage orders with less friction. Instead of optimizing isolated screens, we designed one behavioural system around the complete customer experience.
Fragmented implementation
Rather than have an application where the user could only scroll 3-4 images (that were poorly formatted), we wanted to harness the concept of taste and continuous browsing without the user ‘needing’ to go back and search. It was catered towards discovery, or ‘window shopping’
Navigation issues
Buried information
We didn’t restrict the app to not only one website, but opened it up where the user could upload an existing image, take one from the street, or simply browse items. There were zero limiting factors.
Navigation issues
Endowed progress
Rather than have an application where the user could only scroll 3-4 images (that were poorly formatted), we wanted to harness the concept of taste and continuous browsing without the user ‘needing’ to go back and search. It was catered towards discovery, or ‘window shopping’
Strategy
Diagram standards
To improve consistency across TI.com—and stop every product manager and content author from becoming a part-time designer—we created a shared component system in Figma and code. Instead of leaving teams to assemble pages from scratch, the system gave them flexible, reusable building blocks with good design already baked in.
Advantages:
- Designers stopped rebuilding common interface patterns.
- Teams gained consistency across TI products.
- Changes could propagate across many screens.
- Engineers received more predictable specifications.
- Accessibility and interaction rules could be solved once.
- Teams spent more time addressing product problems and less time recreating UI.
outcome
ACQUIRED
Decreased bounce rate, increased time using app, increased click through rates. The concept alone garnered massive investor interest and ultimately Hovr was acquired by Slyce in June 2014 for $5 million USD.
I then went on to mentor startups at InCubes (where Hovr was incubated) to help founders define the core value of what they were building, how to actualize it, and how to pitch the concept for funding. At InCubes, I worked closely with technical founders (sometimes for profit—others not) to define the core essence of what they were creating, and used my knowledge of rhetoric to attract investors.
CoLab
The collaborative application that enhances focus, removes the unimportant information to keep team members engaged daily.
UX Research
I’m committed to UX research that can withstand scrutiny—research grounded in real behaviour, representative evidence, mixed methods, and hypotheses that can be tested, challenged, and disproven. That means moving beyond tiny sample sizes, fixed personas, leading questions, and think-aloud theatre that produces neat slides without reliable insight. If a seasoned scientist would laugh at the methodology, it should not be guiding a product.
Creative Direction Team Development
I help organizations foster creative environments that value diversity, rigor, and personal modalities of working. Whether training internal teams or building them from scratch, we support creative leadership that knows how to think—and how to help others think more soundly. Neurodivergence isn’t a liability—it’s a resource.
Strategic Foresight
I use speculative design, weak signal analysis, and scenario planning to imagine products, systems, and markets that do not yet exist. The goal is not to predict the future. It is to create ideas capable of shaping it—by identifying emerging technologies before they become obvious and turning them into concepts that can disrupt categories, alter behaviour, and redefine what people expect.
Other projects
Where I excel and my unique take on these practices…
