skills used
Product Strategy
UX/UI Design
Process Design
Data Analysis
Team
Me
Tech Team
Building scalable internal tools and driving strategy to streamline workflows across teams.
When I joined La Mesa RV, I stepped into a landscape filled with legacy systems, siloed teams, rapidly shifting priorities, and a digital ecosystem that needed both stabilization and reinvention. As the sole product designer across Marketing, Sales & Buyers, and Inventory teams, my job wasn’t simply to make things look better, it was to design clarity into the business, solve operational friction points, and drive product direction in an environment where every decision touched revenue.
Throughout the year, I worked closely across teams, translating business goals into product solutions, navigating technical constraints with developers, and ensuring we shipped experiences that were not only visually coherent, but operationally feasible, analytically driven, and aligned with the company’s strategic needs.
This narrative is not a detailed walkthrough of every project, but a reflection of the design thinking, strategic decisions, and collaborative processes that defined my year at La Mesa RV.
Here are some of the key projects I designed and delivered.
Designing with Strategic Intent
I approached each challenge by evaluating- what behavior are we trying to enable, where does friction prevent that behavior, and what is the simplest way to remove it without overcomplicating technical implementation. Every solution had to balance user experience, operational reality, and business impact.
Collaboration as a force multiplier
Designing alone could have been limiting, but the team at La Mesa RV made collaboration feel effortless. Developers were not just implementers, they informed feasibility and suggested better alternatives. I learned to treat engineering input as essential, not downstream. PMs and project managers provided context, shared business goals, and challenged assumptions, helping me shape design strategies that were realistic and high-impact.
The collaboration was iterative and dynamic. Roadmaps were continuously revisited based on feedback from multiple stakeholders. In this environment, trust was as important as execution. Having teams that respected design reasoning and were willing to iterate collectively turned complex projects into opportunities for innovation and measurable impact.
Lessons
Working at La Mesa RV reinforced that product design is as much about decision-making, problem framing, and cross-functional alignment as it is about execution. Operating across multiple teams, I learned to identify leverage points where design could remove friction, improve efficiency, and generate measurable business value.
Collaboration was central to every success. Developers, PMs, project managers, and operations leaders all contributed to the process. Their insights and engagement allowed design decisions to be data-informed, feasible, and strategically aligned, while maintaining agility in a fast-paced environment.
The work continues, and each new initiative builds on this foundation, reinforcing a culture of collaboration, clarity, and continuous improvement.
team
Me
Tech Team
skills used
Product Strategy
UX/UI Design
Process Design
Data Analysis
Building scalable internal tools and driving strategy to streamline workflows across teams.
When I joined La Mesa RV, I stepped into a landscape filled with legacy systems, siloed teams, rapidly shifting priorities, and a digital ecosystem that needed both stabilization and reinvention. As the sole product designer across Marketing, Sales & Buyers, and Inventory teams, my job wasn’t simply to make things look better, it was to design clarity into the business, solve operational friction points, and drive product direction in an environment where every decision touched revenue.
Throughout the year, I worked closely across teams, translating business goals into product solutions, navigating technical constraints with developers, and ensuring we shipped experiences that were not only visually coherent, but operationally feasible, analytically driven, and aligned with the company’s strategic needs.
This narrative is not a detailed walkthrough of every project, but a reflection of the design thinking, strategic decisions, and collaborative processes that defined my year at La Mesa RV.
Here are some of the key projects I designed and delivered.
Collaboration as a force
multiplier
Designing alone could have been limiting, but the team at La Mesa RV made collaboration feel effortless. Developers were not just implementers, they informed feasibility and suggested better alternatives. I learned to treat engineering input as essential, not downstream. PMs and project managers provided context, shared business goals, and challenged assumptions, helping me shape design strategies that were realistic and high-impact.
The collaboration was iterative and dynamic. Roadmaps were continuously revisited based on feedback from multiple stakeholders. In this environment, trust was as important as execution. Having teams that respected design reasoning and were willing to iterate collectively turned complex projects into opportunities for innovation and measurable impact.
Lessons
Working at La Mesa RV reinforced that product design is as much about decision-making, problem framing, and cross-functional alignment as it is about execution. Operating across multiple teams, I learned to identify leverage points where design could remove friction, improve efficiency, and generate measurable business value.
Collaboration was central to every success. Developers, PMs, project managers, and operations leaders all contributed to the process. Their insights and engagement allowed design decisions to be data-informed, feasible, and strategically aligned, while maintaining agility in a fast-paced environment.
The work continues, and each new initiative builds on this foundation, reinforcing a culture of collaboration, clarity, and continuous improvement.
Designing with Strategic Intent
I approached each challenge by evaluating- what behavior are we trying to enable, where does friction prevent that behavior, and what is the simplest way to remove it without overcomplicating technical implementation. Every solution had to balance user experience, operational reality, and business impact.
skills used
Product Strategy
UX/UI Design
Process Design
Data Analysis
Credits
Me
Tech Team
Building scalable internal tools and driving strategy to streamline workflows across teams.
When I joined La Mesa RV, I stepped into a landscape filled with legacy systems, siloed teams, rapidly shifting priorities, and a digital ecosystem that needed both stabilization and reinvention. As the sole product designer across Marketing, Sales & Buyers, and Inventory teams, my job wasn’t simply to make things look better, it was to design clarity into the business, solve operational friction points, and drive product direction in an environment where every decision touched revenue.
Throughout the year, I worked closely across teams, translating business goals into product solutions, navigating technical constraints with developers, and ensuring we shipped experiences that were not only visually coherent, but operationally feasible, analytically driven, and aligned with the company’s strategic needs.
This narrative is not a detailed walkthrough of every project, but a reflection of the design thinking, strategic decisions, and collaborative processes that defined my year at La Mesa RV.
Designing with Strategic Intent
I approached each challenge by evaluating- what behavior are we trying to enable, where does friction prevent that behavior, and what is the simplest way to remove it without overcomplicating technical implementation. Every solution had to balance user experience, operational reality, and business impact.
Collaboration as a force multiplier
Designing alone could have been limiting, but the team at La Mesa RV made collaboration feel effortless. Developers were not just implementers, they informed feasibility and suggested better alternatives. I learned to treat engineering input as essential, not downstream. PMs and project managers provided context, shared business goals, and challenged assumptions, helping me shape design strategies that were realistic and high-impact.
The collaboration was iterative and dynamic. Roadmaps were continuously revisited based on feedback from multiple stakeholders. In this environment, trust was as important as execution. Having teams that respected design reasoning and were willing to iterate collectively turned complex projects into opportunities for innovation and measurable impact.
Lessons
Working at La Mesa RV reinforced that product design is as much about decision-making, problem framing, and cross-functional alignment as it is about execution. Operating across multiple teams, I learned to identify leverage points where design could remove friction, improve efficiency, and generate measurable business value.
Collaboration was central to every success. Developers, PMs, project managers, and operations leaders all contributed to the process. Their insights and engagement allowed design decisions to be data-informed, feasible, and strategically aligned, while maintaining agility in a fast-paced environment.
The work continues, and each new initiative builds on this foundation, reinforcing a culture of collaboration, clarity, and continuous improvement.