New Relic was a PLG transformation story. The platform had deep technical power but a user experience that assumed too much, moved too slowly, and left too many developers behind in the critical first hours. I came in to lead the design organization responsible for fixing that.

I reported to the executive team and partnered with GM and VP leadership to shape design strategy across onboarding, instrumentation, and engagement. The work was equal parts design craft, organizational rebuilding, and data fluency. We ran continuous experiments, tracked behavioral signals, and used what we learned to make decisions faster and better.

ACHIEVEMENTS

PLG / Onboarding and Instrumentation
↑ 19% YoY adoption · Behavioral data infrastructure in place

Led a sustained program of data-driven design experiments targeting the first-run experience. We mapped where developers dropped off, formed hypotheses, ran experiments, and iterated based on behavioral data. This wasn't a one-time redesign, it was a continuous improvement system that compounded over time into 19% YoY adoption growth.

Design Operations: Metrics Framework and KPI Alignment
UX metrics connected to revenue KPIs

Established the design operations and metrics frameworks that connected UX health directly to activation, retention, and monetization KPIs. For the first time, design outcomes had a shared language with the business. Collaborated with Product and Engineering to prioritize roadmap work using this framework.

AI Operations: AI-Augmented Design Workflows
Faster design iteration on data-intensive features

Integrated AI and ML into design workflows to surface predictive insights and automate visualization patterns. This work positioned the design team to move faster on data-heavy features without sacrificing quality or consistency.

Org Restructure and Culture Rebuild
95%+ retention · New leaders promoted within 12 months

Inherited a team in a tough spot: high attrition industry-wide, morale suffering, no clear growth paths. I restructured the org, promoted new leaders within a year, and rebuilt culture by aligning individual strengths with strategic goals. Retention stayed above 95% during a period when most tech orgs were losing people fast.