I came in through Tutor.com, working directly with the CEO on brand positioning and growth. The goal was to make Tutor.com a household name in online tutoring — and part of that strategy was acquiring The Princeton Review, which already had the brand recognition but needed to be refocused.

As the integration took shape, my role expanded fast. What started as brand work became creative leadership across digital products, marketing, and UX. I got pulled deep into conversion, product strategy, and the live tutoring experience.

Over time I shifted from owning deliverables to building systems and teams. I stayed hands-on where it mattered and helped designers level up everywhere else.

Small, focused teams across brand, UX, and marketing — not one big centralized group. The scope was wide and the pace was fast, so being in the work wasn't optional.

Player-coach all the way. I was designing, reviewing, and shaping flows every day while mentoring the team. I handled the early thinking and problem framing, then worked closely with everyone to execute and refine.

Most of it, honestly. I owned the experience end to end — from first touch through conversion and ongoing use. UX strategy, product flows, conversion optimization, content structure across platforms.

I worked with product and engineering early, not just at the polish phase. The job was making complex things feel simple.

The biggest wins came from simplifying how tutoring options were presented and reducing friction across the enrollment path. We improved overall conversion by 11% and cut drop-off on high-value tutoring packages by 18%.

Onboarding improvements got students to value faster and reduced early support volume — which mattered both for retention and for the team fielding those tickets.

We also rationalized 40+ page templates into a single unified design system, which cut inconsistency across the platform and made the team significantly faster.

Parents needed clarity and reassurance. Students needed speed and focus. Tutors needed efficient workflows. Institutions needed credibility and confidence the platform could scale.

I kept the foundation consistent across all of it, then adjusted how it showed up based on who was using it and what they were trying to do. Same company, different conversations.

The Princeton Review was acquired by ST Unitas toward the end of my time there, which brought major leadership and structural changes.It also lined up with where I was personally.

I'd helped integrate the brand, built scalable systems, and put the design org in a strong place. I'd done what I came to do. Time for something new.