Product design leader · Open to VP and Director roles
Hi, I'm Jared. I lead product design in health tech and fintech. I led member experience for the move of 1.1 million accounts from USAA to Schwab, replaced a fax-based prior authorization process with one that saves $2.2M a year, and grew a design team to 25. Right now I'm the fractional product design lead on Brain Tunnel with Lew Cirne, founder of New Relic.
Led design at
Selected work
1.1 million accounts. $80 billion in assets. One conversion date, and a failed transition a year earlier as the cautionary tale. I led member experience for the move from USAA to Schwab, rebuilt around proactive action before the negative-consent deadline.
The fax was costing $2.2 million a year. Provider staff weren't avoiding our portal because it was bad. They were drowning in portals. So we built inside Availity, the clearinghouse they already used every day, and didn't make them learn anything new.
Pivots, an acquisition, and a 4.9-star outcome. A member app that pivoted into direct-to-consumer telehealth, then absorbed Zipnosis. I designed and co-facilitated the two days in Minneapolis that put both companies at the same wall.
USAA needed $25,000 to start investing. Rivals needed almost nothing. We built a low-cost product that picks your investments through a chat, in plain words. It earned a patent, and members put $500 million in it.
Every provider had to switch to the new EHR on the same day. So we used AI-powered design prototypes to practice first.
A personal AI with access to everything you'd never share. Lew Cirne, founder of New Relic, had email, calendar, GitHub, and Notion wired into one view. I joined to give it an experience, from the value proposition down to the type. The hard problem is the trust boundary: who may ask my assistant what, drawing on which of my data.
How I lead
Two acquisitions, both sides. In each one I put people from both companies at the same wall and worked the timeline together. Retention came first, and the room was how we earned it.
On craft
Experiments at TimelyCare shipped in days and still carried named layers, token references, and QA against redlines. Fast didn't mean disposable.
On strategy
The fax fix shipped inside a portal we didn't own, because staff habit was the scarce resource. Most of my best calls look like that: less technology, in the right place.
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