Director of Design — Walmart Labs (incl. Jet integration)

Walmart was structurally split between eCommerce and Stores when I arrived — separate tools, separate data, separate mental models. I led design on two flagship omni tools: Flight Deck (internal merchants) and iSAM / Item 365 (suppliers). My team grew through a 90% product org restructure, which paradoxically gave us room to define the omni vision rather than inherit one.

I joined Jet.com to build a design team from scratch — 3 contractors to 5 full-time designers in six months. When Walmart absorbed Jet talent into the main org, my scope grew to lead teams across New York, California, and Arkansas. After my Senior Director left, I took over design for Walmart's Corporate B2B business — two managers (and their teams), plus a team in India. That means in under three years my team grew from 3 to 25.

Structure

Walmart implemented a four-in-the-box structure composed of Engineering, Business, Product, and Design. This was consistent from leadership down to each team's pod.

Principles

• Ambiguity is a design opportunity, not a blocker
• Mindset change is design work — not just UX
• Cross-functional partnership beats domain authority

• Flight Deck: 200% increase in new visitors at launch, 80% of users visiting weekly.
• iSAM / Item 360: first successful omni tool spanning both merchant and supplier sides. Mindset shift on supplier hosting that affected procurement strategy beyond the tool.

Deep dive

• Flight Deck (coming soon)
• iSAM & Item 360