Projects

Professional

  • As a Contractor I managed Qualtrics surveys for 8x8 Partners, including questions, flows, workflows, dashboards, and communications. Reviewed survey quality, supported improvements, and provided post-launch analysis and support.

    • Engaged stakeholders to deploy new surveys for 8x8 Partners

    • Administer Qualtrics, managing survey questions, survey flows, workflows, dashboards, and communications.

    • Review survey quality and support improvements to other VoC projects.

    • Conduct lessons learned and post-relational survey reviews.

    • Provided dashboards for post launch analysis and support.

  • Scheduled and tracked leads using CRM tools, conducted sales activities, and maintained detailed records to support data-driven decision-making to focus on a premium customer first experience. Achieved $65,000 in revenue in the first full month.

    • Scheduled and tracked both warm and cold leads using CRM tools to optimize follow-up strategies.

    • Conducted sales activities throughout the designated territory, identifying and capitalizing on new business opportunities.

    • Maintained detailed records of lead progress and customer interactions to support data-driven decision-making.

    • Fostered relationships with prospective clients to build a strong sales pipeline, and a ensured premium, customer first, experience

    • First full month sales $65,000 in revenue.

  • Owned the Voice of the Customer program and led cross-functional research initiatives across digital product teams. Worked at the intersection of data, design, and business to drive evidence-based decisions across enterprise CX initiatives.

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    Owning and Scaling the VoC Platform (Medallia)

    Challenge: Fragmented feedback processes and inconsistent instrumentation limited the usefulness of CX data.

    Approach:

    Served as primary admin for Medallia across 20+ feedback flows

    • Lead the migration of VoC services to a new feedback platform

    • Created centralized data governance policies

    • Established intake workflows and standardized work request, and data tagging teams

    • Developed and built out Closed Feedback loops

    • Improved access to data and KPI access for Supervisors and Managers

    • Created and Maintained project documentation

    Impact:

    • Enabled secure feedback collection across multiple digital touchpoints

    • Cut dashboard complexity

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    Redefining Customer Experience Metrics Beyond NPS

    Challenge: Overreliance on NPS was leading to skewed insights and weak correlation with product usage and business outcomes.

    Approach:

    • Audited current metric frameworks across teams

    • Correlated NPS with behavioral and financial data

    • Led competitive benchmarking and CX measurement workshops

    Impact:

    • Championed a the maintenance of a multi-metric framework (NPS + CSAT + Customer Effort + Call Reason Outcome)

    • Reduced ambiguity in interpreting passive scores

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    Driving Survey Experimentation to Improve Feedback Quality

    Challenge: Low response rates and ambiguous ratings were undermining the feedback program.

    Approach:

    • Launched A/B tests within Medallia Ad Hoc survey tool to test scale types, question order, and design

    • Created experimentation documentation for reuse across departments

    Impact:

    • Improved response rates without additional incentives

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    Predicting NPS for the Silent Majority

    Challenge: Fewer than 2% of customers left feedback, leaving business decisions vulnerable to non-representative data. Leadership needed a scalable way to infer satisfaction across the remaining 98%.
    Approach:

    • Partnered with BI to analyze behavioral indicators—Average Speed to Answer, call duration, and wait time—against known NPS

    • Designed a research plan to validate relationships between operational metrics and sentiment

    • Managed a cross-functional team to pilot transcript mining from support calls using NLP techniques

    • Aligned findings with CX and contact center leaders to identify business-ready applications

    Impact:

    • Developed a working model to predict likely NPS bands for non-responders

    • Enabled product and service teams to make more representative, data-informed decisions

    • Provided a framework for continuous feedback estimation that scaled beyond survey reach

    • Positioned the VoC team as a strategic partner in modeling behavioral sentiment across the organization

  • Embedded within a human-centered design consultancy to develop internal enablement tools during a strategic organizational transition. Led end-to-end research and prototyping efforts to support team-level change-readiness and tool adoption.

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    Designing Tools for Organizational Change-Readiness

    Challenge: UXReactor was undergoing internal transformation and needed a tool to assess and support team readiness for change.

    Approach:

    • Scoped a research-led initiative focused on change-readiness indicators

    • Conducted user interviews and focus groups to surface latent needs

    • Synthesized insights into personas and journey stages

    • Created low- to mid-fidelity wireframes and prototypes for the tool

    • Collaborated closely with product and design leads on iteration cycles

    Impact:

    • Delivered a validated prototype aligned with internal strategy goals

    • Influenced the firm’s internal enablement roadmap

    • Project recognized as a model of research-to-design application within the apprenticeship cohort

Academic

  • Effectively, this project was a mix of a couple of research goals. Primarily for the sake of my thesis, I was looking at the decay of post-purchase happiness in a new paradigm, within-subjects. Another goal was to ascribe some biological or behavioral measures of hedonic response and see if known mediators of post-purchase happiness apply over time.

    We found that the majority of participants initially derived more happiness from more experiential purchases; this advantage fell off quicker than their more material purchases. This finding is contrary to the established literature prescription that one should, with their discretionary money, purchase life experiences if their goal is long-term heroic satisfaction.

    Abstract

    Positive Psychologists’ goal is to help people.  One such way to help people is via recommendations on using discretionary funds --specifically, to spend one's extra money on experiences rather than material items.  In the purchasing literature wherein, we find that those who purchase experiences tend to yield more Happiness than those who purchase material items (Van Boven & Gilovich, 2003).  This is called the experiential advantage (Van Boven & Gilovich, 2003).  Furthermore, the field has found that people tend to be happier when speaking and conversing with their peers (Bastos & Brucks, 2017) and when the purchase reinforces their own (Zhang & Howell, 2014).  The type of purchase we make has lasting effects on our Happiness; this is known as Hedonic Adaptation (Nicolao et al. 2009).  There is little known about some of the mediators of Happiness over Time.  To fill this gap, we conducted: (a) conceptually replicate the Nicolao et al. study and (b) test identity satisfaction and conversation value as mediators of adaptation rates in two studies.  Specifically, participants (n = 100) purchased both a life experience and a material item in a lab setting (similar to Nicolao et al.), then reported their Happiness and psychological needs from the two purchases two weeks.  Due to these data's complexity, we elected to use the less precise analysis method, a two by five Repeated Measures ANOVA.  We predicted that our results would replicate and extend Nicolao et al.’s study by showing that experiential purchases lead to more identity satisfaction and conversation value, which is why experiential purchases had slower hedonic adaptation rates.

    • integrated a multi-faceted design that accommodated a few research goals for multiple PIs

    • updated and made previous research designs more efficient via Qualtrics

    • designed a with-in subjects study to observe participants over the course of two weeks

  • Abstract

    Prior literature has established that the purchase of a life experience in leu of a material item, results in slower hedonic adaptation (Nicolao et al. 2009). Although, little is known about the mediators of hedonic adaptation rates. In order to understand this literature gap better, we (a) have conceptually replicated the Nicolao et al. study and (b) tested identity satisfaction and conversation value as mediators of hedonic adaptation. Participants (N = 300) from SFSU and UM, purchased a life experience and a material item in a lab setting, then reported their happiness and the psychological needs over a two-week period. Consequently, due to the within-subjects design, we used a Bayesian within-subjects mediation analysis to compare adaptation rate and test the mediation hypotheses (see Vuorre & Bolger, 2017). We predict that our results will replicate and extend Nicolao et al. by demonstrating that experiential purchases lead to more identity satisfaction as well as conversation value, which will be in line with a lower hedonic adaptation rate.