I've led in student government, shaped major pivots at AAA gaming studios, and driven organizational-level product transitions. Here's how I show up:
At EA, I changed the perception of research from "they run studies" to earning a seat in production pipelines and ceremonies.
At JSTOR, users reported low ease of use scores for our text viewer. I kept asking why until I found the real issue: our revenue model rewarded downloads, so a worse reading experience was quietly good for the business. I made the case to the board that fixing it was still the right trade, and the experience that shipped from that work is still how people read on JSTOR today.
At ITHAKA, I built a user scorecard to guide and evaluate a multi-platform integration effort. This became the organization's OKR, and the thing that helped every team identify what to work on and why that work mattered.
I build shared scoping documents in Miro that invite ICs and leadership to contribute directly. People see how others frame the problem, and they see their own perspective land in the study design, the execution, and what gets done with the results. This ensures findings are acted on and drive production forward.
I structure my work and messaging to serve every level of the organization: company-wide show-and-tells, executive boardrooms, standups with developers. Everyone gets what they need, at the fidelity they need.
I measure my work by what changes. At one EA onsite, instead of presenting findings, I ran a workshop where developers brainstormed ways to resolve high-consequence gaps I identified in the game's roadmap. I documented these sessions, which were pulled into producer's planning meetings where resources were committed to acting on them.