Healthcare experience · Johnson & Johnson
How end-to-end research aligned product, business, and technology around the new jnj.com experience.
This page is structured around what senior hiring leaders look for: the scale of the challenge, your mandate, how you created alignment, the choices you made, and the evidence that your work changed an outcome.
Johnson & Johnson was creating a new global consumer site. The program needed evidence that its information architecture and core journeys would work for key customer segments while supporting business, brand, and technology requirements.
I owned the research end to end—from framing the questions and designing the studies through synthesis, storytelling, and partnership with Product, Business, and Technology.
I designed a program to evaluate the information architecture and user flows with key customer segments, balancing launch timelines with the rigor needed to make confident recommendations.
The work required translating customer evidence across disciplines with different priorities. I used the research narrative to create shared understanding, surface tradeoffs, and keep decisions anchored in user needs.
The research supported the successful launch of the new jnj.com. I also established measurement strategies for three products and helped create a company-wide WCAG 2.1 AA standard through the internal accessibility council.
Strong research leadership is both rigorous and connective. Owning the work end to end let me protect research quality while giving product, business, and technology partners a common basis for action.