Enterprise Experience Strategy and Optimization

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At Optum, I led the development of a shared service focused on experience strategy and optimization. Positioned as a go-to team for high-priority initiatives across the organization, we partnered with business, marketing, and operations leaders to transform existing experiences and shape new product strategies.

Our work often began with optimization engagements: analyzing existing experiences through stakeholder interviews, qualitative research, touchpoint analysis, and operational data. We mapped current-state journeys, identified consumer pain points and operational inefficiencies, and facilitated collaborative workshops to define opportunity spaces. From there, we co-created future-state visions and partnered with teams to test and implement improvements—ranging from content and digital design updates to call center process changes.

In other cases, we were brought in during early-stage product development, where business leaders had identified an opportunity space but needed clarity on where to go next. We conducted consumer research, identified unmet needs, validated early concepts, and helped define a go-forward strategy aligned to both consumer demand and organizational capability.

Whether optimizing what existed or designing what was next, our work was grounded in human-centered design, operational insight, and practical implementation support. This repeatable, scalable practice elevated the role of experience strategy within the organization and helped unlock measurable value across the enterprise.