Breadth of experience

Across industries, operating models, and moments of change.

I have worked in corporate, agency, consulting, SaaS, startup, government, healthcare, education, energy, insurance, retail, and consumer environments—leading teams from two to thirty and engagements from three weeks to three years.

Healthcare, medical, government & educationEnterprise providers, public agencies, universities, and mission-driven organizations.
Consulting, consumer, product & SaaSFortune enterprises, consultancies, utilities, insurers, retailers, and product organizations.
HealthcareGovernmentEducationEnergyInsuranceRetailSaaSConsultingIndustrialNonprofit
Leadership ideology & process

Design thinking is a mindset before it is a sequence of activities.

“These processes can be adapted at the macro or micro level, regardless of an engagement’s size or complexity. UX success depends on choosing the right mix of qualitative and quantitative research, usability, accessibility, human-computer interaction, technology context, business goals, project management, collaboration, and communication.”

Why the Double Diamond

I value the Double Diamond because it reflects how real work moves between exploration and focus. Diverging and converging makes the scale of information visible—how teams gather it, synthesize it, and apply it—and gives mature design organizations a practical model to work toward.

The flow of learning

The cyclical ebb and flow of data—and how each phase feeds the next—is crucial. Teams move from “Don’t Know / Could Be” and “Designing the right thing” toward “Do Know / Should Be” and “Designing things right.” Business owners need to see why that shift requires dedicated time and resources.

Scaling the organization

Formalize the system so people can do their best work.

As a people leader for two decades, I have built UX competencies from scratch and optimized existing UX and Product organizations. The right model varies by maturity and by whether design operates horizontally across departments or within mixed-competency teams.

“Formalizing documentation, balancing budgets, consolidating technologies and software, and creating employee-experience governance protocols are crucial to the success of any team.”

Supporting proof

Range without losing rigor.

The featured stories show enterprise AI and healthcare transformation. These additional examples demonstrate how the same leadership system adapts to accessibility, government, energy, customer experience, and employee experience.

Government / accessibility

High visibility, small team, compressed timeline

I served as UX Lead and engagement manager on a request from the Governor of Virginia with deep emphasis on usability, accessibility, and content. The experience needed to be easily updated and work across digital platforms. It met WCAG AA and above and received a standing ovation at the Governor’s Ball.

Journey mappingRequirementsStakeholder interviewsDesign studioInformation architectureContent migrationResponsive designUser testingCard sorting
Fortune 200 energy

Customer portals and employee experience

I led UX, Design, and Research teams across a $7M+ engagement for a Fortune 238 energy provider: customer-facing portals across multiple properties and nationwide locations, plus an intranet with 12+ department microsites, extensive content migration, and new SharePoint capabilities that contributed to an award-winning portal.

Digital roadmapAnalytics & gap analysisJourney and empathy mapsGovernanceContent strategyPrototypesSUSTime on taskPost-launch validationUI library
Discussion

Where could better experience create the most flow here?

I’m interested in where customer friction, organizational friction, and technical complexity intersect—and how Design, Product, and Engineering can turn that intersection into a durable advantage.

chunlee.rva@gmail.com804-514-5132