+9% GGR
Rewards Club
A loyalty-system redesign improved generosity perception and revenue together during a 4-month U.S. test.
Product design leadership
John Lewis
Growth systems, organizational leverage, product strategy, and measurable outcomes.
John Lewis · Product Design Leadership
Turning complexity into clarity.
I lead design where customer behavior, business performance, and cross-functional execution have to line up before teams can move.
At FanDuel, that meant turning loyalty, rewards, promotions, and research into clearer systems for growth, engagement, and decision-making.
I’m strongest where design moves upstream: clarifying the problem, shaping product strategy, and helping teams make better decisions before screens are made.
+18% NGR
Reward Machine Bonus Draw
Gamified reward format outperformed the control, proving that anticipation and chance can change business performance.
69% fewer
Bonus-spin CS contacts
Better merchandising reduced support load while increasing reward usage, showing that comprehension can be a growth lever.
$500K / month
Tax savings
Casino Bonus Wallets unlocked six-figure monthly value and foundational reporting for an enterprise-scale promotional budget.
Leadership Snapshot
The work is clarity: for customers, teams, and business decisions.
My throughline is turning messy product environments into shared direction. That shows up across loyalty, reward mechanics, operator workflows, research, emerging product questions, and team development in places where design decisions affect business performance.
Business Strategy
Make the bet clear before features take over.
Most valuable when the work is ambiguous, the stakes are commercial, and the team needs a sharper point of view on what matters first.
Teams
Make quality easier to repeat.
Builds critique quality, role expectations, and operating rhythms that make strong design judgment repeatable across teams instead of dependent on heroics.
Research
Turn noisy signals into product direction.
Uses research as decision fuel: synthesizing customer behavior, evaluative findings, and product signals into roadmap-shaping choices.
Complex Systems
Make systems easier to trust.
Transfers well to emerging product spaces because the work centers on ambiguous behavior, system trust, feedback loops, and product decisions under uncertainty.
Execution
Use craft to make behavior clearer.
Treats interaction quality, reward design, and feedback states as business levers, not decorative polish layered on after direction is set.
Measurement
Make impact easier to see.
Uses experimentation, operator metrics, loyalty behavior, and commercial results to keep design tied to measurable business performance.
Leadership Scope
The role scaled through people, standards, and decision forums.
A concise view of the organizational scope behind the case studies: team growth, direct management, career progression, manager development, hiring, and executive-facing decisions.
Core org growth
3 -> 15
Team grew from 3 to 15 across Design, Research, and Content, with a peak of 21.
Direct reports
8
Managed up to 8 direct reports across product design and related disciplines.
Research strategy partners
15
Supported 13 designers and 2 researchers during research-led product strategy work.
Career promotions
6
Supported growth across IC, Senior IC, Lead Designer, and Manager levels.
Leaders developed
4
Developed 2 managers and 2 lead designers.
Hiring board
UXD
Served on interview panels and hiring committees for design, research, and leadership roles.
Executive forums
SVP / VP
Facilitated product, design, research, and decision forums with senior stakeholders.
AI-Aware Product Judgment
AI product value starts with clear judgment.
My value is helping teams reason well when behavior is emerging, product logic is hard to explain, and the product needs to earn confidence over time.
Behavior
Frame unclear intent
Frame unclear intent, motivation, and feedback loops before teams commit to a solution.
Trust
Make system behavior visible
Make system behavior legible so users understand what happened, why it happened, and what they can do next.
Leadership
Use modern tools with judgment
Use modern tools to speed synthesis, scenario planning, and narrative pressure-testing without replacing product judgment.
Where I Create Value
I’m most useful when design has to make the work clearer.
The best fit is commercially important work where customer behavior, business stakes, and cross-functional complexity need to be understood before execution takes over.
Product bets
Frame the decision before the solution
Help teams understand the customer behavior, business stakes, and product choices that should guide the work.
Ecosystems
Connect the parts customers feel
Bring loyalty, rewards, research, operations, and platform decisions into more coherent product experiences.
Teams
Make quality scale through people
Build standards, rituals, and manager systems so strong design judgment is not dependent on one person.
Hiring Manager Scan
The fastest way to evaluate the fit.
If you are hiring for Director Product Design or senior design leadership, start with the strongest evidence for business impact, team leadership, and product judgment under uncertainty.
Director Product Design
Best evidence for business and org leadership
Growth systems, loyalty mechanics, measurable commercial outcomes, design-management leverage, and portfolio-level strategy.
Emerging Product Systems
Best evidence for product judgment under uncertainty
Ambiguous behavior, trust and control, research translation, product legibility, and judgment under uncertainty.
Design Impact
Measured proof that design changed revenue, engagement, operator speed, and platform scale.
The strongest claim in this portfolio is not that the work looked polished. It is that the work repeatedly moved business outcomes across loyalty, gamification, support deflection, operator velocity, and market portability.
+9% GGR
Initiative
Rewards Club A/B Test
Loyalty perception can move both sentiment and revenue when designed as a behavioral system, not just a rewards ledger.
+18% higher NGR
Initiative
Reward Machine Bonus Draw
Gamified anticipation and chance mechanics can outperform direct-value offers when the reward format is part of the product strategy.
69% fewer CS contacts
Initiative
Bonus Spins Merch
Clarity is not just usability. Clear merchandising can simultaneously reduce support load and increase reward utilization.
$500K tax savings / month
Initiative
Casino Bonus Wallets
Foundational platform and reporting work can create business value that dwarfs the impact of any one front-end feature.
+363% daily active players
Initiative
Games Global Bonus Spins
Offer entry point, IP context, and reward mechanic design can materially amplify activation during high-attention launch moments.
0 bugs + same TTM
Initiative
Canada Parity
Design systems and parity infrastructure are growth enablers when they reduce launch risk and make new-market rollout faster.
Rewards Club / Loyalty
Position Rewards Club as a loyalty ecosystem and behavioral design platform that improved engagement, generosity perception, retention, and revenue while scaling across markets.
Reward Machine / Gamified Rewards
Position Reward Machine as a gamified engagement system where anticipation, chance, reward format, and onboarding mechanics drove measurable behavior and revenue.
Bonus Spins / Promotions Mechanics
Show how reward format, merchandising clarity, and game mechanics improved conversion, usage, engagement, and support deflection.
Operator Experience / Operational Efficiency
Show that design shaped not only player moments but also the operator systems, support load, and CRM workflows that drive business velocity.
Platform / Infrastructure / Design Systems
Position design systems and platform infrastructure as business multipliers, not just UI consistency work.
Featured Case Studies
Five stories about making complex product systems easier to understand, decide, and scale.
Start with Generosity, the flagship case study about turning fragmented value into repeat behavior. Then move through design leadership, market growth, research translation, and motion as a quality lever.
Leadership Operating Model
How I turn complexity into clarity across strategy, teams, and outcomes.
The strongest leadership work makes hard decisions easier to frame, align around, and measure. Direction, delivery, team development, and business outcomes have to reinforce one another.
Leadership throughline
Turn ambiguity into a system teams can execute and the business can measure.
The goal is not to optimize one moment at a time. It is to create a model where strategy, research, craft, and organizational clarity reinforce one another until better outcomes become easier to repeat.
Leadership model
Design as
business
leverage
Product systems, stronger teams, and clearer bets reinforcing one another.
Strategy
Research
Craft
Outcomes
Team Development
Alignment
01
Strategy
Frame the opportunity, define the bet, and create decision quality at the leadership level.
02
Research
Turn customer signals into a sharper point of view, not just a findings deck.
03
Craft
Raise the experience bar so the product feels coherent, confident, and worth returning to.
04
Team Development
Coach managers and designers so standards scale through people instead of heroics.
05
Cross-Functional Alignment
Create shared language between product, design, research, marketing, and executive stakeholders.
06
Outcomes
Ship customer value that supports growth, loyalty, trust, and stronger organizational momentum.
Portfolio Notes
A leadership portfolio built for discretion as well as clarity.
- Case studies are intentionally written at the leadership and system level to respect confidentiality.
- Visual artifacts now include selected redacted screens and working materials chosen to make the work more concrete without exposing sensitive details.
- Detailed metrics, internal tools, and redacted materials can be shared in live conversations where appropriate.
Leadership Conversations
Building product ecosystems, stronger teams, and sharper executive alignment.
Open to Product Design Director opportunities across growth, platform, loyalty, and product ecosystem leadership.
Start a conversation
Based in the U.S. and open to product design leadership opportunities.