Principal Designer · American Express · CXO Shop · 2018–Present

Designing the future of consumer & commercial card acquisition.

I shape acquisition experiences across American Express — from flagship card product pages and discovery tools to the experimentation systems that help teams make better product decisions faster. My work spans Consumer and Commercial acquisition, connecting design craft with measurable business outcomes across both channels.

$19M+ Single experiment projected impact
108 Experiments directed
Consumer + Commercial Dual acquisition scope
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Four flagship products.
One acquisition ecosystem.

Consumer Gold, Consumer Platinum, Business Gold, and Business Platinum — live product pages I've shaped across dozens of design iterations and experiments on both acquisition channels. These are the centrepiece of Amex's card acquisition funnel.

Consumer Platinum Card product page
Consumer Gold Card product page
Business Platinum Card product page
Business Gold Card product page
Consumer
Platinum Card PDP
Flagship consumer acquisition — benefit-led hierarchy, prestige merchandising, sticky application CTA.
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Consumer
Gold Card PDP
Everyday rewards card — dining and grocery benefit framing, cross-sell navigation, mobile-first layout.
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Commercial
Business Platinum PDP
Premium commercial card — travel benefit depth, decision-stage content architecture, enterprise tone.
View live ↗
Commercial
Business Gold PDP
Flexible rewards for businesses — spend-category framing, benefit comparison, small business positioning.
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The mandate
"Not 'here are the tests I designed' — here is the experimentation organization I built."

I was recruited from E-Apply by executive design leadership to establish a more agile, experimentation-driven culture within Amex Shop. The brief wasn't to optimize existing tests. It was to build the capability that makes strategic experimentation possible.

I founded CXO Shop as a behavioral decision-design practice — not a UI optimization team. The difference is whether you're asking "does this button work?" or "what is the customer trying to understand, and how do we design for that decision?" That reframe is what makes the work compound over time rather than produce isolated wins.

108Experiments directed
58Consumer
50Commercial
2018–PresentPrincipal Designer, CXO Shop
Evolving the acquisition ecosystem

From individual cards
to a connected product system.

My work spans every major surface in the Amex acquisition funnel — card product pages, discovery tools, comparison experiences, benefit merchandising, and cross-navigation systems — across both Consumer and Commercial channels. Each area informs the others.

Consumer Platinum Card product page — desktop benefit hierarchy and acquisition flow
Consumer & Commercial

Flagship card pages,
redesigned around the decision.

The Gold, Platinum, Business Gold, and Business Platinum product pages are the centrepiece of Amex acquisition. I redesigned benefit hierarchy, information architecture, and the application funnel across all four — treating the page not as a marketing surface but as a decision environment.

Across Consumer and Commercial, the core challenge is the same: customers arrive curious and leave overwhelmed. The design question is how to sequence information — benefits, comparisons, rates, rewards — in a way that reduces cognitive load and increases confidence at the moment of application.

Design decision
Benefit hierarchy, not product hierarchy
Reorganized dense product information around the questions customers use to make a decision, not the categories Amex uses to organize its products.
Consumer acquisition

Card discovery that
treats acquisition as shopping.

View All Cards (VAC) is where most acquisition journeys begin — and where most customers get lost. I redesigned the card discovery experience to support genuine comparison: filtering by lifestyle and benefit type, surfacing offers contextually, and making it easy to move between consideration and commitment.

GCXO-255 — the VAC One Stop Shop — became the largest consumer win CXO Shop produced: +11.5% NAA lift, +8.4% revenue lift, ~$19M projected impact. The insight wasn't a button or a layout. It was that customers needed to filter by what they cared about, not by what Amex wanted to sell.

Design decision
Product-level filtering, customer-intent architecture
Putting the customer's decision criteria — lifestyle, reward type, annual fee — ahead of Amex's product taxonomy reduced cognitive load and increased conversion.
Consumer Gold Card product page — desktop card discovery and benefit merchandising
Business Gold Card product page — commercial acquisition experience
Commercial acquisition

Commercial is a different customer.
The design has to know that.

Commercial acquisition (GCS) is not just consumer with a different card. Business owners are evaluating cash flow, reward categories, and employee card programs — often simultaneously, often on mobile. The information that earns trust is different. The path to apply is different.

50 commercial experiments across the GCS ecosystem — from the Business Platinum and Business Gold PDPs to the commercial VAC, card tile revamps, and cross-navigation frameworks. GCS-170 and GCS-172 both produced significant NAA and revenue lifts, validating the need for distinct commercial design thinking rather than adapted consumer patterns.

Design decision
Commercial-specific information architecture
Designed commercial PDPs around spend-category benefit clarity and business-value framing, built for how business owners evaluate cards — not adapted from consumer patterns.
Design principles

The convictions that
shape every decision.

These aren't process statements. They're the beliefs that drove how I framed problems, ran experiments, and evaluated whether a design was doing the right thing — for the customer and the business.

Design for confidence, not choice overload.

The customer who leaves without applying usually isn't confused about the card — they're uncertain whether it's right for them. Confidence is a design problem, not a marketing problem.

Treat acquisition as shopping, not application.

When we design the funnel as a conversion pipeline, we optimize for the wrong moment. Customers need to browse, compare, and return. The experience should support the whole decision, not rush the last step.

Make benefits easier to compare and remember.

The Amex benefit catalog is genuinely excellent. The design challenge is making it scannable, comparable, and memorable — not exhaustive. Most customers can hold three to four benefits in working memory when they apply.

Use experimentation to sharpen the product vision, not replace it.

An experiment without a hypothesis is just noise. The best tests start with a behavioral question — what is the customer trying to understand? — and use data to validate or challenge the design conviction.

Crafting confidence into every decision

The details that make
the difference.

Strong acquisition design isn't about beautiful screens. It's about every micro-decision — hierarchy, motion, comparison affordance, sticky actions, responsive behavior — working together to reduce uncertainty at exactly the right moment.

Benefit hierarchy — redesigned PDP benefit section
What the customer needed
Benefit hierarchy, not benefit list

Customers couldn't compare across cards because every benefit had the same visual weight. Redesigned to lead with the benefit headline, secondary with monthly value, tertiary with terms — reducing scanning time and increasing benefit recall before application.

Comparison without abandonment — in-context comparison affordance
What the customer needed
Comparison without abandonment

Customers who compare convert higher — but comparison tools often feel like detours. Designed sticky comparison bars and in-context affordances that let customers evaluate side-by-side without losing their place in the funnel.

Persistent acquisition intent — sticky CTA at scroll depth
What the customer needed
Persistent acquisition intent

The Apply moment happens after benefit review, not at page load. Designed a sticky CTA that appears at the right scroll depth, stays visible during benefit exploration, and never feels pushy — always available when intent is high.

Card merchandising that earns attention — tile layout and visual hierarchy
What the customer needed
Card merchandising that earns attention

GCS-172 rethought the commercial VAC card tile — moving from a feature list to a benefit-first, value-led layout. The result was +6.32% NAA lift and +5.0% submit lift (~$3.7M impact). Customers evaluate cards by the best thing about them, not the full list of things about them.

Cross-card navigation that doesn't interrupt — filmstrip and discovery affordances
What the customer needed
Cross-card navigation that doesn't interrupt

GCS-170 introduced a PDP filmstrip letting customers move between cards without losing context. +2.03% mobile start rate, +1.27% desktop NAA (~$4.1M impact). The mechanic made comparison feel like browsing, not backtracking.

Mobile-first benefit readability — layout and typography at narrow viewport
What the customer needed
Mobile-first benefit readability

More than half of card applications begin on mobile. Designed PDPs so that benefit hierarchy, card imagery, and the application CTA all maintain visual priority at narrower viewports — the mobile experience is art-directed, not a collapsed desktop page.

Building the system

The practice behind
better product decisions.

CXO Shop isn't a testing team. It's a behavioral decision-design practice — built from the ground up to change how Amex Shop approaches acquisition strategy. I built the operating model, the cross-functional rituals, and the design frameworks that made 108 experiments possible with rigor, speed, and compounding organizational learning.

The infrastructure included an experimentation intake system, a PIE-based evaluation framework, collaboration structures with Product, Engineering, Marketing, Legal, and Compliance, and a handoff process that kept experiment integrity intact through implementation.

The old question was: "What should we test?" The new question is: "What is the customer trying to decide, and what design decision would reduce the friction between their intent and their action?"
Behavioral insight

Analytics, ContentSquare, and customer-intent research identify where decision friction exists in the funnel.

Hypothesis framing

Hypothesis formed around a behavioral question, not a UI preference. PIE framework used for prioritization.

Design exploration

Experiment designs created with cross-functional input from Product, Marketing, Legal, and Engineering.

Live experiment

Handoff process maintains experiment integrity through implementation. Test runs to statistical significance.

Learn & ship

Results evaluated against the behavioral hypothesis. Wins ship; losses inform the next round of design thinking.

Surfaces covered · Consumer and Commercial acquisition
Consumer Acquisition (GCXO / ACXO) Commercial Acquisition (GCS) View All Cards (VAC) Card PDPs Compare Experiences Paid Traffic Landing Cardmember Cross-sell Offer Architecture Card Merchandising Cross-card Navigation
GCXO-255 · Largest consumer win
VAC One Stop Shop — Product-level filtering and discoverability
+11.5%NAA lift
+8.4%Revenue lift
~$19M projected impact
GCS-172 · Commercial
VAC Card Tile Layout Revamp — Information hierarchy
+6.32%NAA lift
+5.0%Submit lift
~$3.7M impact
GCS-170 · Commercial
PDP Card Filmstrip — Cross-navigation framework
+2.03%Mobile start rate
+1.15%Mobile NAA
+1.27%Desktop NAA
~$4.1M impact
GCXO-249 · Consumer
VAC Offer Hub Uplift — Customer offer architecture
+5.4%App starts
+6.4%Submits
~$4.5M impact
GCS-169.1 · Commercial
VAC Hero Optimization — Merchandising and utility balance
+8.2%BPlat start rate
+7.5%Submit rate
~$3.2M impact
GCXO-247 · Strategic scale
ABC Offer Personalization — Balancing conversion and profitability
$1.9BProjected BBA
$300MProjected NPV at scale
Capability-level impact — a strategic design decision with enterprise-scale implications
Impact beyond the interface

A design practice that shaped
how the organization learns.

$19M+
Projected impact, single experiment

GCXO-255 — VAC One Stop Shop. Evidence that behavioral design decisions, not UI tweaks, drive acquisition outcomes at this scale.

108
Experiments directed across the ecosystem

A repeatable, compounding capability — not a collection of isolated tests. 58 consumer, 50 commercial. Each one started with a behavioral hypothesis.

Consumer
+ Commercial
One design practice spanning two acquisition channels

CXO Shop spans both business models — translating behavioral strategy across distinct customer needs, product architectures, and org structures.

Organizational influence
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Shaped product direction across Consumer and Commercial acquisition

Moved Amex Shop from instinct-driven product decisions toward behavioral evidence as the primary input for roadmap and prioritization on both channels.

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Established a repeatable experimentation capability from scratch

Built the intake system, PIE framework, cross-functional rituals, and handoff processes that made 108 experiments possible — with rigor, speed, and learning that compounds.

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Introduced reusable design patterns across the acquisition funnel

Benefit hierarchy, comparison affordances, sticky CTA behavior, and card merchandising patterns became shared building blocks — reducing design debt and experiment setup time.

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Connected Product, Design, Marketing, Analytics, and Engineering

Created the collaboration structures that let cross-functional teams move from behavioral insight to live experiment faster than before.

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Recruited and developed CXO design talent

Coached designers in behavioral UX strategy, problem framing, stakeholder management, and experimentation thinking — building the practice's next generation.

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Elevated design's role in a traditionally analytics-led organization

Translated behavioral hypotheses and design decisions into business language — making design's contribution to acquisition outcomes visible and credible at the executive level.

Specific work available
in conversation.

Detailed experiment designs, behavioral hypotheses, test results, design system work, and team development are covered by NDA. I'm happy to walk through the full picture — the design thinking, the organizational challenges, and the specifics of what worked and why.

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