Below are select projects I've had the opportunity to lead. For each I acted as creative director or executive creative director, but they represent the work of hundreds of talented individuals.
As COVID-19 began having greater impact on specific geographies and local government mandates began being issued, it became clear that Walmart’s current health and wellness experience would not fully meet the needs of customers in this new context.
The legacy experience was largely centered on in-store interactions for services such as prescription refills, clinical services, and consultations. Millions of customers fell into high risk categories and needed to limit exposure, but still needed consistent access to their medications and other health related services.
To better help customers during a time of emergent needs, the effort focused on utilizing existing technology and operational infrastructure to support a touch free customer experience.
Any new services needed to support those customers at greatest risk by keeping them out of the store and in the safety of their home, while still enabling them to get their necessary medications.
Speed to Market
New services needed to be deployed as quickly as possible to serve customers in their time of need. Anything that would take longer than one quarter to fully deploy was off the table.
Support the Journey
Any new service needed to meet customers in their current day-to-day journeys and interactions with Walmart. We needed to avoid creating siloed/ad hoc process, products, or requirements.
With the strategy and visual language defined, we'll craft your story using 2D and 3D animation techniques, bringing your narrative to life for your audience.
To meet the goal of launching new services to customers as quickly as possible, I partnered with product and engineering leaders to realign all 700+ product, design, and engineering health and wellness team members to fully support the new priorities.
This realignment impacted teams across the globe and touched almost every Walmart business unit, either directly or indirectly. Through an incredible amount of effort and partnership, we were able to accomplish this realignment in a single week.
During this project we were able to bring three new critical services to market in approximately 30 days, a fraction of the time it typically takes to roll out new services to chain.
We launched three new critical services to customers including same-day prescription delivery, curbside prescription pickup, and 2-day prescription mail delivery.
In parallel, we also launched several associate facing operational and training tools that enabled our front-line workforce to support the new services and remain safe while doing so.
In the first week after release we saw a 30% adoption rate of the new services among existing digital customers, as well as overwhelmingly positive ratings in post-service surveys.
Through a series of targeted, cross-functional workshops we began to define the strategic direction for Walmart's health and wellness COVID-19 response. As part of that strategy we aligned on the core customer groups we would focus on supporting near-term, the specific service offerings we would pursue, and the experience we wanted to provide our customers.
With a fully aligned leadership team, we rapidly crafted strategic artifacts articulating the experience strategy and vision that would act as the North Star for the organization. This included consideration of both physical and digital contexts, as well as a special focus on the associates who would be on the front lines.
With no time to spare, my team rapidly designed, tested, and delivered three completely new digital services as part of the existing Walmart app. Because of the partnership and dedication of all the teams involved, we were able to roll these new services out to all customers and associates in just over a month. For comparison, just the rollout process to stores can take up to 6 weeks, not including any design or development time.
Customers are now able to pick up prescriptions curbside, have them delivered directly to their home, or even have them delivered same day.
Scope of Work
To better help customers during a time of emergent need, the focus was to utilize existing technology and operational infrastructure to support a touch free experience.
The new services needed to support those at risk by keeping them out of the store and in the safety of their home, while still enabling them to get their necessary medications.
Speed to Market
New services needed to be deployed as quickly as possible to serve customers in their time of need. Anything that would take longer than quarter to fully deploy was off the table.
Support the Journey
Any new service needed to meet customers in their current day-to-day journeys and interactions with Walmart. We needed to avoid creating new process, products, requirements.