Built and scaled a Product UX team from 3 to 75 to support ZS’s licensable software portfolio — embedding design into product teams, establishing methodology, and enabling the transition from best-of-breed to a platform business.

Achieved 99.9% SLA compliance, reduced client escalations, and freed engineering capacity by building a dedicated T2 support function with a follow-the-sun model.

Recovered $1M in uncollected license revenue in the first quarter and eliminated client lockouts by replacing a fragmented, part-time process with a dedicated team and centralized infrastructure.

Led UX research, design, and front-end development for ZS’s first mobile-first product — delivering a consumer-grade experience for pharma sales reps and reducing clients’ operational costs.

Conceptualized, tested, and built a novel field enablement solution with AI-driven behavioral nudges — now part of a suite enabling 130+ companies and 100K sales personnel globally.

Turned a $1M failed product into a well-received solution by revisiting the research, reframing the problem, and integrating the result into the broader ZAIDYN field enablement suite.

Delivered three successive generations of a design system over ten years — improving visual consistency across ZS’s product portfolio and re-establishing trust with clients and the sales team.

Maintained the case for product analytics through a decade of architectural blockers and two failed tool evaluations — ultimately implementing ZS’s first platform giving UX and PM teams self-service insight into user behavior.

Built the business case and the team — growing a UX consulting capability to $11.8M in annual net fees across a global team spanning India, the U.S., and Buenos Aires over ten years.

Built and scaled a bespoke software capability from 6 engineers to 300+ staff — closing the gap between what the firm could sell and what it could deliver and generating $30M in net new annual fees.

Built a design system and component library for ZS’s custom application practice, reducing engineering effort by 35% and testing cycles by 40% across client engagements.

Redesigned how the practice operated — separating routine UI work from strategic engagements, creating a no-touch intake model, and launching a Design Thinking offering that changed how clients perceived the function, increasing average deal size from $10K to $200K.

Built a two-tier BA capability — onshore for client-facing work, offshore for requirements and delivery — that freed designers to design and gave Custom Development the structured handoffs it needed to scale.

Took over a stalled patient registry engagement and built a repeatable delivery model for clinical trial software — contributing to R&D growing to more than 30% of ZS’s business.

Identified a gap in ZS’s low-code capability, built the business case, and launched a Microsoft Power Platform practice that reached $4M in annual revenue in its first year.

Unified three fragmented design teams into a single Expertise Center — establishing ZS’s credibility as a full-service design consultancy with a shared market identity and career model.

Founded, grew, and led ZS’s global LGBTQIA+ Employee Resource Group from a fragile volunteer effort to a thriving, award-winning community with HRC Corporate Equality Index recognition.