Walmart · 2024–2026
Experience Quality Strategy: Building Inclusive Systems at Scale
I led experience-quality strategy within an accessibility and inclusive-design practice. The work grew from making quality workable for one 16-designer product group to building decision infrastructure for a newly formed Associate Experience organization of 70+ designers and roughly 80 touchpoints.
The Strategy Grew With the Organization
- 16 grew to 70+
- Designers
- 2 grew to 5
- Peer champions
- 6 grew to 80+
- Touchpoints
One Strategy, Built in Stages
These are not separate accessibility projects. They are connected parts of one experience-quality strategy: reduce dependence on specialist intervention, build inclusive design into everyday ways of working, and give leaders a clear way to direct attention and investment as the organization grows.
My role and the organization changed during this period, but the work remained continuous. I began as the accessibility-focused designer for a 16-designer group and later led accessibility strategy for the larger Associate Experience organization that included those original teams.
From Local Capability to Portfolio Strategy
Stage 1 · Staff UX
Stand Up Accessibility Capability
I turned a one-specialist review queue into a risk-based operating model. Training, shared severity, standards, and peer champions gave designers a practical starting point before escalation.
Stage 2 · Principal UX
Operationalize the Ways of Working
I extended the model with reusable governance resources and a carefully bounded AI prototype that could draft review findings and remediation options. Human judgment remained responsible for priority, ownership, and acceptance.
Stage 3 · Principal UX, AX
Scale the Strategy Across the Portfolio
When the organization expanded, I used the same systems thinking at portfolio scale: make risk visible, prioritize consistently, set a baseline for every team, and direct deeper support where it mattered most.
What Held Across Every Stage
- Accessibility is experience quality. Clear, usable experiences are a core product-quality expectation, not a late-stage compliance check.
- Systems over heroics. Standards, training, decision paths, and reusable patterns make expertise available without routing every call through one specialist.
- Shared ownership with clear escalation. Designers, product partners, and engineers own accessible outcomes. The strategy made expectations and escalation paths visible.
- Risk directs investment. Every team needed a floor of support. Higher-risk, higher-reach, or more reusable work needed a clear path to deeper attention.
The Case Studies Are the Evidence
- Design Quality Operating Model: established a risk-routing and learning loop for the original team.
- Accessibility Champions and Training: moved first-pass expertise into the teams themselves.
- AI-Assisted UX Governance: tested a tightly governed way to make review work more efficient.
- Associate Experience Portfolio Strategy: used portfolio visibility and risk-based support to guide an organization with 70+ designers and 80+ touchpoints.
An Honest Boundary on the Final Stage
The portfolio strategy was still in progress when business circumstances changed. I present the decision infrastructure, the support model, and the early evidence it produced. I do not claim a completed long-term measurement cycle or organization-wide outcomes that I could not verify.