Asset Management and AI Control Tower

The Asset Management business unit helps enterprises track and get value from everything they own: software licenses, hardware, physical assets and cloud spend. Over five years it grew from $220M to more than $1B, with 11 major releases along the way.

By the end I owned design strategy for six products: Software Asset Management, Hardware Asset Management, Enterprise Asset Management, Cloud Cost Management, Operational Technology and Interconnected Workforce, across web and mobile.

Two projects from these years show both halves of the job: the strategy I set and the design work I did myself.

My first project was the Software Asset Management workspace, redesigned as the business unit moved to ServiceNow’s Seismic UI platform. I led it in close collaboration with the design, platform and business teams, and it became the foundation for the product’s growth in the years that followed.

The SAM redesign earned an Innovation Award. The redesign transformation that grew out of it went on to win the Global Innovation Award four times.

• Support tickets fell 21% within two releases.
• NetSat rose 25%, alongside better customer satisfaction and usage telemetry.

Across four products we shipped seven AI and ML-powered agents that automate work inside dense B2B workflows.

Enterprise users only hand work to an agent they trust, so the agents were designed around trust and transparency first. That is what let people adopt them quickly.

People should feel that the machine is helping them, not taking over.

A design principle I first wrote for Google’s Herald in 2019, and one I’ve carried into every AI feature since

As AI spread across ServiceNow’s products, AI Control Tower became the place for enterprises to govern it. I championed its vision, strategy and execution from inception to launch.

The design work defined the user experience of enterprise AI governance, including human-in-the-loop workflows that keep people accountable for what AI does. Those workflows were adopted across multiple business units.

I also directed design strategy for the Operational Technology business unit as it grew through several acquisitions. The work was largely about unification: migrations, integrations and onboarding that made acquired products feel like one platform.

With the mobile platform team, we delivered mobile-first experiences for mission-critical field workflows. I built that team from one designer to four, across regions.

I was promoted three times in six years, from individual contributor to senior manager, and grew the team as the scope grew.

Design earns a seat at the roadmap by making the future concrete. I directed more than 18 executive vision demos and ran customer advisory workshops that turned customer insight into roadmap decisions.

I also spoke at ServiceNow Knowledge in 2022, 2023 and 2024, leading sessions on AI innovation, user-centered transformation and design methodology.

My work sample deck walks through these projects in more detail, slide by slide.

Open the work sample in Figma