Delta Air Lines

Organizations at Delta's scale don't transform by buying software. They transform when thousands of people change how they work, and at a moment when AI is resetting what enterprise tools and workflows can be, that change has to be designed like any product: researched, prototyped, tested, and made easy to adopt.

Delta's product leaders needed a shared, rigorous way to define what their products are for and to communicate it across the enterprise. I designed that method as a web-based toolkit built on design thinking (persona development, journey mapping, ideation, iterative feedback), developed the strategy behind it, and validated it the way you'd validate any product: user research and stakeholder analysis to find the gaps, A/B testing to settle direction.

The larger effort was cultural: embedding user-centered methods where siloed working used to be, so decisions get shaped around stakeholder needs and enterprise goals. The artifacts sit under NDA and stay at Delta; the process travels with me, and I'm glad to walk through it in conversation.

Process is a product

An internal tool is an argument about how people should work. When the method lives inside something genuinely useful, adoption follows; when it lives in a slide deck, it doesn't. Designing for change at Delta's scale taught me to treat process itself as a product, with users, friction, and a roadmap.

How enterprises actually decide

Sitting with the team that plans and prioritizes Delta's digital portfolio showed me how product decisions get made at scale: work has to serve its users and move company strategy at once, from efficiency and resource allocation to a culture where departments collaborate rather than compete.

For an incredible internship filled with growth and new adventures. ✈️