When the VA’s API Program launched in 2020, UX was an afterthought, leading to a fragmented,
contractor-led approach.
Challenge:
Turn UX into a core, strategic function.
But first, I had to earn trust, unify teams, and define a clear vision. Here’s how I made it
happen.
A messy API landscape with duplicate data, unclear docs, and no reliability signals.
Challenge:
Developers struggled with confusion and inefficiency, while API providers lacked a clear path to improve transparency and usability.
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Accruent’s acquisitions led to a disjointed user experience with mismatched UIs, frustrating customers and weakening the brand.
Challenge:
Unifying the UI required tackling team resistance, accessibility issues, and creating a scalable design system.
Accessibility was an afterthought at Accruent and the VA's API Program, causing usability issues, legal risks, and weak governance.
Challenge:
Fixing it meant closing compliance gaps, training teams, integrating it into workflows, and shifting from reactive to proactive approach.
UX documentation at the VA’s API Platform was scattered, making collaboration messy and insights hard to find.
Challenge:
Bringing everything together, streamlining workflows, and getting leadership on board to make info easier to find, reduce redundancy, and improve collaboration.
Accruent’s enterprise customers had tons of asset data but struggled to make sense of it across scattered tools.
Challenge:
Creating a unified platform with role-based customization, automation, and intuitive design to turn data into clear, actionable insights.
Telecom software struggled with outdated, manual processes to find and secure infrastructure sites, leading to delays and missed opportunities.
Challenge:
Digitizing workflows, creating a smooth UX, and navigating leadership gaps while staying on track.