Product MAnagement
Product MAnagement
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Wake Network
Empowering Deacons to stay engaged, one connection at a time.
An E2E rebuild of a core institutional platform.
Wake Network
Empowering Deacons to stay engaged, one connection at a time.
An E2E rebuild of a core institutional platform.
Mission
Create value by meeting users where they are.
Create delightful user experience.
Automate business processes.
Modernize information architecture end to end.
Increase scalability for high quality product output.
Set the standard of Higher Ed product offerings.
My Role
Product Lead & Owner
Defined vision and roadmap.
Led cross-functional team from conception through launch.
Managed resources and stakeholder communication.
Reported to Senior Leadership.
Established a fast pace testing and iterative release cycle.
Defined KPIs.
Led E2E product development through launch.
Results
100% automated account creation
350% user acquisition increase compared to legacy baselines.
Modernized information architecture.
Fully redesigned user-centered experience.
Responsive Design
Full E2E rebuild and Launch
Process
Define the Vision
Defining the vision was critical to gaining momentum across a variety of key business partners and stakeholders. The vision also helped the team maintain a user-centered approach throughout every stage of the product development lifecycle.
Build Team
Gain collaborators - The success of re-building the platform and related products, was reliant on buy-in from our technology departments and the University at large. My team and I succeeded in socializing the core vision and gained consensus across key stakeholders and business partners —demonstrating that an investment in digital products and platforms benefited both business goals and user goals.
Map New E2E Architecture
Automate Business Processes
Train Engineers
Establish Full-stack Workflow
Redesign UX
Prototype, Test, Iterate
Launch
A Call to conversation
An award winning global movement with one goal – to spark more meaningful conversation.
2018 - Present
A Call to conversation
An award winning global movement with one goal – to spark more meaningful conversation.
2018 - Present
Purpose
Spark more meaningful conversation that engages and empowers our community to connect.
Start a movement by modes easily accessible to all who wish to engage.
Strengthen and broaden reach of the Wake Forest community by connecting leaders, young and old, within all industries, and areas of expertise.
My Role
Set the vision, scope and roadmap.
Collaborated with cross-functional teams to engineer, test, and market products and features.
Conducted research to inform targeted cross-platform marketing collateral.
Designed user experiences for website and physical product assets.
Oversaw social media outreach and promotion.
Established and socialized needed processes and procedures to implement and sustain long term.
Led core team and cross-departmental stakeholders from ideation through launch.
Process
Vision, strategy, roadmap
Experience design
Prototyping
Prototype Collateral - A large component of the experience involved the product materials. We prototyped and tested the collateral needed during the event, along with marketing materials to get the message out.
Testing
Internal Testing - We conducted over four dozen internal tests to fine-tune the process and ensure the experience was seamless, meaningful and memorable.
Launch
Rollout - Social Media Presence - Once the C2C events began rolling out, we wanted to make sure people knew about it. Digital presence was a big factor in the rollout of the Call to Conversation movement. We encouraged participants to share their experience on their own channels and ultimately created a network effect reaching hundreds of thousands.
Inside Out: Wake
Campus-wide initiative to compel dialogue, debate, and promote a spirit of inclusion across the Wake Forest community.
Inside Out: Wake
Campus-wide initiative to compel dialogue, debate, and promote a spirit of inclusion across the Wake Forest community.
Concept & Purpose
After seeing the transformational effects of projects by an artist known as JR (TED Prize Winner, 2008), in communities around the world, I wanted to see if we might have a similar impact on our campus – that is, encourage people to think differently about their fellow peers in a more, inclusive and constructive way.
When it came to choosing the subjects for our project, we wanted to make sure we represented the full range of unique people on campus - not just ethnically, but also individual interests and passions.
My Role / Execution
… and that’s what we did.
My Team and I soon realized we couldn’t do this alone. We needed to get more hands on deck if this thing was going to happen.
After Skyping with JR's Team, persuading the provost to let us paste a giant poster directly on school property, and gathering a larger team of 20+ people from all over campus, we were well on our way to completing the first phase of this project.
At last, after a full semester filled with trial and error, long nights at Kinko's, and a lot of caffeine - the pasting, website, and documentary detailing the project were up and running.
Results
JR's team promoted our project as a highlight on their official Facebook page dubbing us an "impressive group" (YAY).
A common response among students and faculty: "Nothing like this has ever been done before."
Within weeks of the project's release, our Facebook page received nearly 6,000 organic views from people in 35 countries and our documentary has been viewed 20,000+ times.
...What was initially a fun, community driven side project, turned out to be far more successful than we could have imagined.
Keep scrolling for the next phase…
Mystery Deacon Project
An anonymous social experiment with the sole goal of connecting people — across interests and backgrounds.
Mystery Deacon Project
An anonymous social experiment with the sole goal of connecting people — across interests and backgrounds.
Purpose
My team (of two) and I wanted to utilize our developed experience as artists, budding scientists, and community leaders to continue the efforts of our Inside Out: Wake and talk to me campaigns - that is, create a lasting, positive impact on our campus.
This time, in order to gain raw, unrestricted reactions in real time, we decided to take an anonymous, experimental approach with the mass distribution of a reinterpretation of our school mascot.
We started by designing and anonymously distributing a purposefully ambiguous interpretation of Wake Forest University's Demon Deacon mascot in the form of large and small posters, stickers, and t-shirts.
We were mainly curious about how people would react and interpret the random appearance of our newly designed mascot, and what it might reveal in individuals and the campus community as a whole.
We also wanted to somehow utilize the effects of ambiguity and mystery in our population in a way that would bring unlikely individuals and groups of people together in a subtle, indirect, and unexpected way.
My Role
After causing quite a stir among students, faculty, staff, we decided to engage carefully selected student leaders within a broad range of social circles on campus to represent the new deacon, in the form of a t-shirt.
Our selected ambassadors were widespread in terms of age, ethnicity, personality, greek affiliation, sexual orientation, athletic involvement, and major. In particular, we sought out open minded, inclusive, well intentioned individuals who were well respected within their particular social circles.
When the ambassadors were selected, we asked they not reveal our names or involvement with the project. as well as feign ignorance as to the origin of the shirts.
Then we tasked each with passing out 10 shirts (300 total), to people within their friend group. The shirts were paired with this small tag:
Results
The day selected to wear the shirts, was a sight to behold. The shirts elicited engagement and acknowledgment between many unlikely pairings of individuals. Watching very different people wearing the shirt cross paths and acknowledge each other with a smile or a verbal acknowledgment was one of the most fulfilling experiences I’ve ever had.
Through the calculated mass distribution of posters, stickers, and t-shirts, we were able to effectively generate a strong, collective sense of inclusiveness and school spirit in the Wake Forest community, fulfilling the goals of both Inside Out: Wake and talk to me combined — and then some.
Brand AUdit
A comprehensive evaluation of Wake Forest University communication materials.
Brand AUdit
A comprehensive evaluation of Wake Forest University communication materials.
Purpose
Ensure brand consistency across all University Advancement communication materials, while staying true to the identity of each unique target audience.
Realize current level of brand development on macro and micro level.
Identify and eliminate secondary and tertiary inconsistencies within each microbrand.
Identify underdeveloped microbrands, and develop plan to revive them.
Clarify the why of Wake Forest University communication output.
My Role
Defined vision & roadmap.
Communicated project scope, timeline and end goal across departments within University Advancement.
Collected and organized departmental analytics and communication materials.
Facilitated cross-departmental material evaluations (including Departmental Representatives, Senior Leadership, and Parents' Council).
Communicated evaluation touchpoints and end goal closure to VP.
Process
Phase 1: Material Collection
The Office of University Advancement is a complex system with a lot of moving parts.
In order to build a foundation for the brand audit, we needed to first identify and categorize departments based on their role within Advancement and the unique tone/personality of each individual initiative.
Leaders within each department were then selected to represent their area and provide analytics and material examples of their communication output.
Phase 2: Material Evaluation
Phase 3: Touchpoint Evaluation
Materials from each department were collected, organized and displayed on a large wall in a central location.
Having materials spread out in physical form allowed the opportunity to both admire the breadth of work, and obtain a clear understanding of where we stand in terms of consistency within each micro brand.
Representatives and their teams, along with Senior Leadership voiced observations and insights via sticky notes.
The current level of development and material outliers within each microbrand were identified and assessed.
Each individual observation was recorded, categorized based on department and material type, and finally, evaluated along with analytics provided by Representatives.
Based on our evaluation, we then specified the essence of each initiative by identifying the personality and objective of each microbrand.
The newly clarified 'essences' of each microbrand were presented to the Parents' Council. This was especially important because of direct interaction with a specific target audience.