Griffin Kelton

Director of Product Design

• Led human-centered design across three product areas, owning UX strategy, research cycles, and cross-functional alignment with product and engineering. The team went from 25 designers to 5. The work didn't stop.
• As a core member of the Technical Leadership Team, I shaped product investment decisions, annual planning, and responsible AI adoption at the org level.
• Introduced Customer Value Index (CVI) and UX-Lite to connect user experience directly to business retention metrics. These contributed to a $5.6M ARR client save. I built them because gut feelings weren't cutting it as a business case for design investment.
• Led design for Strategic Priority Advisor from concept through GA. The problem was already proven: a white-glove service with real traction. The job was translating human expertise into something that scales.
• I wrote the AI-Figma design system playbook because we kept solving the same component governance problem from scratch on every squad. Now teams don't have to. It became the standard for how the design org works with AI tooling.
• Launched a Career Progression Model and Growth Dimensions framework for designers, managers, and leaders. Clear paths. Equitable. Because do good work and hope someone notices isn't a career plan. I grew two designers into lead roles during my tenure.
• Advanced the team's craft through workshops on AI in Design Systems, Advanced Figma, UX Content, and Accessibility. Craft standards don't raise themselves.
• Tangrams didn't exist. I built it. A design system spanning Figma and Cursor that cut the back-and-forth between design and engineering and actually got used.
• Shipped product-ready components, built high-fidelity prototypes, and mentored the team. A lane most people pick one side of.
• Pushed Panorama's Operative Model into product, design, and engineering. The kind of cross-functional operating change that usually dies in a slide deck. It didn't.

UX Manager

Terra Dotta was a Smashing Boxes client; brought me on full-time after the engagement.

• Defined an inclusive UX strategy grounded in WCAG 2.2, neurodiversity principles, and human-centered design. Then actually made it operational. It lived in the product, not a folder.
• Standardized design-to-engineering handoffs and deliverables. Less friction, better shipped work.

Director of UX & Design

• Led service blueprinting, synthesis, and solution definition for clients with real complexity and tight timelines.
• Owned client relationships from kickoff through delivery, shaping proposals, scoping engagements, setting expectations, presenting strategy, and making sure clients left with more confidence in their product direction than when they arrived. Several came back.
• Raised the bar on consulting craft across facilitation, communication, and strategic framing. Clients noticed. One of our largest brought me on full-time after the engagement.
• Mentored designers and researchers on what great work looks like inside a client engagement. Not just a beautiful Figma file.

Director of Digital Experience

• Led end-to-end redesign of the e-commerce experience (UX, UI, architecture, content strategy) resulting in a 60% conversion lift and CTRs roughly double the industry average. Making air filters seem sexy turned out to be a viable strategy.
• Built a cross-functional UX and content platform that the team used long after I left.