Four systems. Each one: the problem, what I built, what moved.
The most trafficked page of a global software company, redesigned and live. My code in production, including the details nobody else could make render. Systems at that scale don’t reward heroics, they reward people who can work inside a pipeline and still make the page beautiful.
A full editorial platform: visual composition from a component library, four-stage approval pipeline, AI doing the routing. Conceived, architected, and rebuilt end to end in about a week using AI-orchestrated development. In beta with real stakeholders inside a FTSE company.
An interactive discovery experience built regionally, shipped for a company-wide event, inside brand and platform standards. It became the internal proof that regional teams can author, not just assemble.
Fifty-three seats across two regions. The org design, the financial model, the decision-rights table, the skills architecture, and the deck that carried it. Web leadership is also this: designing how fifty people ship without falling over each other.
Names and numbers with confidential detail come out in conversation. The pattern is the point: I ship at every altitude.