Building digital
experiences that earn
their audience.

The Challenge

Fannie Mae's public-facing website had grown organically over years into a sprawling, difficult-to-navigate content ecosystem. With over 2,600 web pages and files, the site struggled with poor findability, inconsistent information architecture, and a content strategy that served internal stakeholders more than the audiences it was meant to reach.

My Role

As Product Manager, I owned the end-to-end transformation of Fanniemae.com, partnering across product, design, engineering, and a broad set of internal business lines including Multifamily, Single Family, Technology, and Capital Markets. I led segment content strategy, information architecture, back-end content management and tagging systems, and the design and development of core page templates and user flows for flagship digital products including Desktop Underwriter.

What I Did

I led a full content reconciliation and right-sizing initiative, auditing all 2,600+ pages and files to identify redundant, outdated, and low-value content. The result was a more than 50% reduction in overall site volume, dramatically improving navigation, search performance, and content relevance for key audiences. In parallel, I drove A/B testing and SEO optimization programs, and partnered with business lines across the company to build content experiences tied to their products, applications, financing options, and senior leadership.

The Challenge

The web services team was operating with a delivery process that took 60 or more days from request intake to go-live — even for straightforward updates. In a highly regulated industry where approvals add unavoidable complexity, the process had accumulated layers of manual handoffs and undocumented bottlenecks that slowed the team's ability to serve the business.

What I Did

I documented the complete value delivery workflow from initial request through content, design, optimization, development, publishing, and go-live — mapping every handoff, approval gate, and manual step. I identified several significant bottlenecks adding time without adding value, redesigned the workflow to eliminate redundant steps, clarify ownership at each stage, and build in structured approval windows rather than ad hoc reviews.

The Challenge

Fannie Mae's Economic and Strategic Research section publishes housing market research and economic forecasts that shape perception across the housing finance sector. Despite the quality of the content, it had a findability problem: it was faster and easier for users to leave the site and Google the name of a specific study than to navigate to it. Inconsistent tagging, an outdated navigation structure, and years of accumulated content had quietly eroded its usefulness as a destination.

What I Did

I identified nearly 600 outdated articles and files for archival and restructured the information architecture with clearer pathways by topic, author, and publication type. Back-end tagging was rebuilt to improve internal search and SEO was integrated throughout. I also led the creation of a new "Our Experts" experience to surface economists' credentials and contributions — building trust with industry leaders, giving researchers credit for their work, and signaling to prospective talent that Fannie Mae celebrates the researcher.

The Challenge

When I inherited the Fannie Mae Mobile App in 2023, it had spent years accumulating features without a coherent strategy. It attempted to serve four distinct audiences — homeowners, renters, buyers, and people seeking hardship assistance — but required users to manually navigate into settings to switch between audience versions. Content was solid; the organizational structure was not. No senior leadership vision existed for what role the app was meant to play in the broader digital ecosystem.

What I Did

I dug into user volumes, download trends, and engagement patterns, and ran a series of optimizations to test whether the app had a path forward. Before arriving at my conclusion, I led a wholesale redesign in Figma — rebuilding 70 unique app screens to bring the application into alignment with the updated web brand and address the core UX problems: new interaction models, progressive type display, streamlined content architecture, and a fundamentally different organizational approach that eliminated the clunky manual audience-switching experience.

The Decision

The numbers were clear: meager downloads, poor retention, and no stable strategic foundation to build on. With developer resources badly needed elsewhere, I made the decision to sunset the application rather than execute on the redesign. It was not an easy call — I had invested real creative energy into those 70 screens — but it was the right one.

The Challenge

In the early 2010s, college rankings rewarded institutional prestige and reputation over actual student outcomes. There was no widely recognized system that centered on what students actually got from their college experience. Forbes and the Center for College Affordability and Productivity set out to change that.

My Role

As a researcher and student research associate at CCAP, I was part of the founding team behind the Forbes America's Best Colleges list — the first major college ranking built around student outcomes rather than institutional inputs. I later joined the Forbes editorial team as a contributor and intern, supporting the annual publication of the list and contributing to data visualization and analytics projects under Executive Editors Caroline Howard, Randall Lane, and Matt Schifrin.

What I Did

I led research efforts forming the methodological and data foundation of the ranking, including sourcing, cleaning, and analyzing outcome-centered datasets. My research was published in the Wall Street Journal, Forbes, and various trade publications. My underemployment research was cited in an academic article by the New York Federal Reserve Bank.