o1.PROJECT NO. /

AtoyaK

OBJECTIVE /

SOLUTION /

Empower women of Atoyac, Jalisco, México by creating opportunity to economically aid themselves and their families.

A new line of earth-friendly, hand-knitted/crochet products called “ATOYAK”.

MY ROLE /

Founder + Business Strategist

CONTEXT /

In August of 2012, I met a group of women from Atoyac, Jalisco, Mexico who everyday strive to make a living with $6 a day or sometimes less. There are few jobs and even fewer opportunities. They are talented beyond expectation and have an ardent desire to aid themselves and their children.

PROJ ECT 01 / ATOYA K 1JACQU ELI N E CISN EROS / D ESI G N + B USI N ESS STRATEG IST

Minimum Viable Products (MVP) have been in the making since August of 2012 and continue to be improved on based on new learnings gathered.

PROJ ECT 01 / ATOYA K 2JACQU ELI N E CISN EROS / D ESI G N + B USI N ESS STRATEG IST

o2.PROJECT NO. /

zeum museum

OBJECTIVE /

SOLUTION /

Develop an engagement strategy post the reboot launch of October 1, 2011.

A Marketing Strategy coalescing two parts: A full research report and marketing plan.

MY ROLE /

Researcher + Design Strategist

CONTEXT /

In Spring of 2011, Zeum had very specific corporate objectives. It sought to increase its annual visitorship from 46k to100k in the next five years, the primary target segment for expansion were children ages 3 to 5.

PROJ ECT 02 / ZEU M M USEU M 3JACQU ELI N E CISN EROS / D ESI G N + B USI N ESS STRATEG IST

B o n d i n g

E a s e / C o n v e n i e n c e

I m a g i n at i o n

F r e e d o m

E x h i b i t s W e b s i t e S t o r e A m e n i t i e s

Developing a successful marketing strategy demanded lucid understanding of the core experience Zeum's target audience valued and desired. Therefore, our methodology consisted of primary and secondary research, and manager interviews. The identified experiences would lay the foundation for the marketing strategy.

Our research phase unveiled experiences that were most valued, desired most in two sets. The first set was desired by the parent; the second, by the child. Parents desired and valued "bonding" and "convenience." Inversely, the child desired and valued "freedom" and "imagination."

Having found the experiences desired by ZEUM’s target segment and their parents, our team performed a touchpoint audit. This audit revealed that while the main exhibits deliver the desired experiences, other touchpoints offer significant opportunity for improvement.

Experience is delivered very effectively.

Some opportunity for improvement.

Substantial opportunity for improvement.

PROJ ECT 02 / ZEU M M USEU M 4JACQU ELI N E CISN EROS / D ESI G N + B USI N ESS STRATEG IST

PROJ ECT 02 / ZEU M M USEU M 5JACQU ELI N E CISN EROS / D ESI G N + B USI N ESS STRATEG IST

Our findings led us to initial and subsequent engagement recommendations that would help ZEUM align existing touchpoints to desired and valued experiences. Recommendations include: Increase the focus on clear communication of the core experiences that Zeum promises to deliver. As well as, position ALL touchpoints to deliver the experiences customers desire.

In addition to a Marketing Audit, and prior to developing the Marketing plan, a SWOT analysis was conducted. A substantial marketing effort was already in progress, thus, our team ensured our plan not only complimented those efforts in progress, but also remained aligned to our findings. We achieved this by introducing four tactics that would deliver each of the desired experiences and in a phased manner.

B O N D I N GEASE / CO NVEN I EN CE

I MAG I NATI O NFR EED O M

VIDEOSERIES

BIRTHDAY IN A BOX

ZEUMPHOTOBOOTH

COORPORATEOUTREACH

o3.PROJECT NO. /

PhilZ Coffee

OBJECTIVE /

SOLUTION /

Deliver a solution to help Philz Coffee in its expansion from 3 stores to 15 whilst maintaining its quality and culture.

A re-designed fulfillment process and implementation of a “fast track.”

MY ROLE /

Researcher + Business Strategist

CONTEXT /

Since the beginning of Philz Coffee, Phil and his son, Jacob Jaber, have devoted their efforts to make people's days better, make them smile, and healthier, which culminates "one cup at a time." Together, both have done an amazing job sustaining excellent quality coffee, a coffee not only sold at Philz coffee shops, but also distributed to companies like Facebook, Google, and Virgin America Airlines.

PROJ ECT 03 / PH I LZ CO FFEE 6JACQU ELI N E CISN EROS / D ESI G N + B USI N ESS STRATEG IST

Our initial meeting took place with our client, Jacob Jaber, at one of the Philz stores. There, he offered each one of us a fresh cup of coffee, plus, an opportunity to observe customers, and learn more about the business. Our team quickly learned that the Philz family had plans to expand into15 stores in the next 3 years. To come up with a strategy that fostered Philz Coffee's expansion, without comprimising its quality or culture, required preliminary research and all of the information Mr. Jaber shared with us; from there, a SWOT analysis was conducted.

Early insights led to the following foci as possible operational initiatives:

Culture Book: Help create a shared idea about Philz’s mission, which would strengthen its unique culture from the inside out. It would also serve as a training book for new employees.

Fulfillment Process: This initiative’s focus would be to design and/or reduce the waiting time, thereby, improving the customer’s experience.

Localism: Embrace diversity and focus on the differences between store locations. Since every neighborhood is different, Philz could target different customers with specific needs.

"CU LTU R E"B O O K

FU LFI LLM ENT PRO CESS

LO CALISM

hypoth esis

PROJ ECT 03 / PH I LZ CO FFEE 7JACQU ELI N E CISN EROS / D ESI G N + B USI N ESS STRATEG IST

To help us better understand which of the three initiatives would be most beneficial to Philz and its customers, our team cunducted interviews and ethnograhic observations to learn more about customer needs and their coffee drinking behavior.

We created three personas from our interview insights and observations to learn more about them. Our initial goal was to safeguard Philz Coffee’s identity while it expanded. After synthesizing our research insights however, we concluded that our major aim should be to fix Philz's existing concepts before preparing Philz for a successful expansion. Our goal was to build a cohesive fulfillment strategy, and, to create standard processes for all stores. Our solution: A re-designed fulfillment process and implementation of a “fast track” to meet customer’s and Philz expansion needs.

W H AT T H E Y SA I D

" N o o t h e r C O F F E E Tas t E S l I K E T H I S ! "

" A M A Z I N G S E RV I C E a n d F R I E N D LY B A R I S TAS "

" I W O U L D N O T C O M E H E R E I F I WAS I N A R U S H "

W H AT w e O B S E RV E D

a P PX . 2 0 m i n wa i t i n g t i m e( d U R I N G P E A K H O U RS )

1 s t T I M E C U S T O M E RS - U N C L E A R W H E R E T O G O

U N D E F I N E D WA I T I N G A R E A /P E O P L E I N T H E WAY

PROJ ECT 03 / PH I LZ CO FFEE 8JACQU ELI N E CISN EROS / D ESI G N + B USI N ESS STRATEG IST

o4.PROJECT NO. /

PayPAL CHECKOUT

OBJECTIVE /

SOLUTION /

Build a single platform to support all checkout experiences long term. Strive for a consistent PayPal experience on and off eBay. Address merchant and partner needs (including eBay) always.

A coherent and unique design framework.

MY ROLE /

Researcher + Lead Designer

CONTEXT /

PayPal is a service that provides people a simpler way to send money and pay for items without sharing financial information. With 128 million active accounts in 193 markets and 25 currencies around the world, PayPal enables global commerce, processing more than 7.6 million payments every day. PayPal Checkout is an integral component generating more than 80% of the company’s revenue.

PROJ ECT 04 / PAYPA L CH ECKO UT 9JACQU ELI N E CISN EROS / D ESI G N + B USI N ESS STRATEG IST

The information gathered from customers and merchants helped pave the way to our initial MVP designs. These were not only tested and iterated on, but also revolutionized the future of checkout. The final design became a gloabally scalable and flexible framework that standarized and simplified many of the elements and processes required to create ONE consistent checkout experience for PayPal; a brandable, customizable, and flexible checkout experience for merchants; and a simple, transparent, and familiar checkout for the customers.

T H E M E R C H A N T PAY PA L T H E C U S T O M E R

B RAN DaB LE

FlEXI B LE

CUSTO M IZAB LE

CO NSISTENT

EASI LY R ECO G N IZAB LE

O N E EXPER I EN CE

SI M PLE

TRANSPAR ENT

FA M I LIA R

Maintaining drastically different checkout experiences on multiple platforms became an increasing concern for PayPal in Novemeber of 2009. It was then, that I had the opportunity to become part of the PayPal Checkout team and help create a strategy that would not only target PayPal’s objectives, but also meet customer and merchant’s needs.

To begin formulating this strategy, it was imperative for our team to understand the BIG needs. To do so, we began a research phase. This allowed us to analyze our existing checkout experience, conduct a competitive analysis, and interview customers and merchants, from whom, we collected many great insights.

PROJ ECT 04 / PAYPA L CH ECKO UT 1 0JACQU ELI N E CISN EROS / D ESI G N + B USI N ESS STRATEG IST