Guides supporting chronic kidney disease patients had to run individual programs, message in real time, and decide where their attention was most needed across a caseload. I led design on a dashboard with AI-driven Next Best Action, built to scale across tenants.

A pod structure buys you autonomy and quietly costs you cohesion. Most managers fix that by clawing autonomy back. I built the connective tissue instead — department goals, shared workflows, per-designer growth plans, and a room for the team to actually be in together.

Heart & Soul 5.0 had components. What it didn't have was governance — no single intake path, no lifecycle, no shared definition of done. I co-founded the Design System Task Force, built the charter and publish protocol, and connected the library to the codebase through Code Connect.

Zakat was fragmented — you could calculate what you owed and then had nowhere to go with it. Qurbani was built around the transaction rather than how people actually choose one. Checkout could only handle one cause at a time. And Deeds didn't exist at all: donors gave across a whole year and had no way to see it back.

Alyka let people see their medical data. Seeing it and knowing what to do next aren't the same thing. With no prior research or documentation to inherit, I reverse-engineered the dev build screen by screen and rebuilt the experience around goal-setting and behavioural activation.

The tools existed. Consistent adoption didn't. I ran the workshops, built the agents, wrote the framework, and took the team's AI adoption story company-wide — as a member of the AI Task Force and as the person accountable for whether any of it stuck.

Nurses, doctors, and therapists were tracking regulatory renewals across subscription sites, hospital admin offices, and conference paperwork. Falling behind isn't an inconvenience — it affects their ability to practice. I led design on a unified tracker and learning experience across native and web.