The
Home Depot
Bridging the gap between online and offline EXPERIENCEs.
creating BETTER CUSTOMER EXPERIENCES WITH BETTER WAYS OF DELIVERING THEM.
I led a multidisciplinary organization of more than 52 people and managed a $24 million budget, helping transform The Home Depot’s digital business. My work spanned ecommerce, in-store pickup and returns, and the photography and video capabilities supporting the shopping experience, contributing to more than $200 million in revenue growth.
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Project 01The Home Depot Ecommerce Transformation
Building a digital business for growth
The Home Depot needed stronger digital leadership and a more effective ecommerce experience. I led the transformation of homedepot.com’s UX and creative organization, building the teams, processes and capabilities to support the business’s growth.
At A Glance
Role: Creative Director / Senior Manager, UX, Photography & Video
Organization: The Home Depot
Team: More than 52 multidisciplinary professionals
Focus: Ecommerce, organizational development and customer experience
Business impact: Contributed to more than $200 million in revenue growth
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Homedepot.com had been without a Creative Director and Senior Manager for a year. The organization needed clearer direction, stronger delivery processes and closer alignment between ecommerce strategy and the brand.
Improving the shopping experience required changes to both the website and the organization responsible for it.
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Create a more coherent path from finding a product to adding it to the cart, supported by teams equipped to deliver ongoing improvements.
The opportunity connected site architecture, product presentation, content and front-end development around a shared commercial purpose.
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I built and led a multidisciplinary organization spanning UX, development, content strategy and visual production.
I established feature-development processes, built the front-end development team and managed agency selection and relationships. Working with an agency partner, we introduced a style guide, redesigned site architecture and streamlined the add-to-cart flow.
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The work strengthened key parts of the shopping journey:
Site architecture and product discovery
Product-listing and detail pages
Add-to-cart interactions
Consistent visual and content standards
We also evolved content-management capabilities to better integrate the store’s product offering into the digital experience.
The outcome
The broader ecommerce transformation helped improve profitability and contributed to more than $200 million in revenue growth in my second year.
The organization gained the design, development and content capabilities needed to support continued improvement across homedepot.com.
What this work demonstrates.Connecting customer experience, organizational capability and commercial goals to help transform an enterprise digital business.
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Project 02The Home Depot Connected Shopping
Connecting the store and the screen
Customers needed greater flexibility in how they purchased and returned products. I led the architecture and experience design for Buy Online, Pick Up In Store and Buy Online, Return In Store, helping connect homedepot.com with the physical retail experience.
At A Glance
Role: Creative Director / Senior Manager, UX
Organization: The Home Depot
Initiatives: BOPIS and BORIS
Focus: Digital-to-store journeys, pickup and returns
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Online shopping and store visits were separate parts of the customer experience. Purchasing through one channel could limit how customers completed the rest of their journey.
The challenge was to connect digital transactions with physical-store actions in a way customers could understand and use.
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Make the store an extension of the online shopping experience.
Pickup and returns offered practical ways to give customers more choice while connecting The Home Depot’s digital business with its store network.
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I led the architecture and design of the BOPIS and BORIS experiences, defining how customers moved between online shopping and in-store pickup or returns.
My responsibility was to connect these touchpoints into coherent journeys and guide the UX work within the broader digital transformation.
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The initiatives introduced two connected shopping paths:
Buy Online, Pick Up In Store: Purchase digitally and collect the order at a store.
Buy Online, Return In Store: Bring an online purchase to a store for return.
The design centered on making the transition between channels understandable, with each experience supporting the customer’s next action.
The outcome
BOPIS and BORIS connected online purchases with store-based pickup and returns, expanding the ways customers could shop with The Home Depot.
The work helped establish a more integrated relationship between digital commerce and physical retail.
What this work demonstrates.Designing customer journeys that cross channels and organizational boundaries, connecting individual interactions into a broader service experience.
Project 03The Home Depot Photography, Video & Digital Content
Building the content engine behind commerce
The Home Depot’s expanding digital business needed a stronger capability for creating and delivering visual content. I created and led the Photography & Video department, connecting creative direction, production and asset management to the company’s growing needs.
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At A Glance
Role: Creative Director / Senior Manager, UX, Photography & Video
Organization: The Home Depot
Scope: Photography, video, visual standards and digital assets
Focus: Production capability, brand consistency and commerce support
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A widening digital product offering created growing demand for photography and video. The business needed a dedicated operation to support those needs while maintaining a cohesive brand across online and offline channels.
The challenge involved how content was created, managed and distributed, as well as the quality of the work itself.
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Build an internal visual-production capability connected to ecommerce and merchandising priorities.
A shared approach to production and visual standards could support product presentation, customer education and brand launches across the business.
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I established and led the Photography & Video department, shaping its creative direction and production capabilities.
I partnered with advertising to evolve photography and enterprise style guides, and worked directly with merchants and executive leadership on launches involving brands including Martha Stewart, Hampton Bay and Ryobi.
My broader responsibilities also included digital asset management, agency relationships, content creation and distribution.
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The department supported a range of visual needs:
Product and lifestyle photography
Video content and customer education
Brand and product-launch assets
Shared photography and visual standards
Content management and distribution
Work such as Flower Power demonstrated how video could extend the customer experience through useful, engaging content.
Photography
Photography shapes how people connect with a product. Homedepot.com was relying on images shot for newspapers and magazines. I built a content and asset department and took over creative and art direction of our shoots, giving us control over how we presented products and the ability to create photography specifically for the online shopping experience.
Video
Flower Power
I pitched a web series to show customers the work and care behind the plants sold in The Home Depot’s stores nationwide. I secured approval and funding, then produced seven episodes following their journey to market. We spent two weeks on the road from San Diego to San Francisco during the annual PAC Trials, an event that brings together merchants from major retailers across the country.
The outcome
The Home Depot gained a dedicated Photography & Video department to support its expanding visual-asset needs.
Closer alignment among production, advertising and merchandising strengthened consistency across channels and supported the growing digital business.
What this work demonstrates.