GREG FOGEL

Experience Design

GREG FOGEL

Let's make
something great.

I'm a Principal Experience Designer with deep expertise in Consumer Apps, E-commerce, and Service Design. I drive things from 0→1, and scale them inside large organizations.

Operating end-to-end, I work with executives and cross-functional teams to shape product strategy, lead key initiatives, and strengthen the way teams work.

Let's make
something great.

I'm a Principal Experience Designer with deep expertise in Consumer Apps, E-commerce, and Service Design. I drive things from 0→1, and scale them inside large organizations.

Operating end-to-end, I work with executives and cross-functional teams to shape product strategy, lead key initiatives, and strengthen the way teams work.

Scroll

to the work

Customer focus.

Refined results.

I spot high-value opportunities through research, then craft products that move customers and metrics.

Customer focus.

Refined results.

I spot high-value opportunities through research, then craft products that move customers and metrics.

Best Buy app Browse page with airy all-white background. Shows a personalized Continue Shopping module and a list of large product category tiles with images

Best Buy app Browse page with heavy blue header. Shows generic Best Sellers and a dense list of product categories without images

Best Buy app Product List Page with airy all-white background. Shows 65 inch TVs, with filter row at the top and optimized product display with 3 products in view

Best Buy app Product List page with heavy blue header. Shows 65 inch TVs, with older layout: tab navigation, and large, clunky images that only allow 2 products in view

Best Buy app Product Detail page with airy all-white background. Shows a Samsung TV with key info in view: images, video, the “Will it fit?” AR tool, reviews, and pricing

Best Buy app Product Detail page with heavy blue header. Shows a Samsung TV in an older, more cluttered layout with key information hidden

After

Before

A dramatic transformation.

The Best Buy App. Years of cross-team strategy and hands-on design reshaped the entire experience. One section at a time, customer satisfaction and revenue grew.

After

Before

A dramatic transformation.

The Best Buy App. Years of cross-team strategy and hands-on design reshaped the entire experience. One section at a time, customer satisfaction and revenue grew.

Greg has a reputation for spotting enterprise-level opportunities in every strategic challenge. But where he truly stands out — even in a competitive field of big-picture thinkers — comes down to his knack for innovating miles down the road and mobilizing on that vision.

Erin Anderson-Kipp

Senior Content Designer at Best Buy

Product Design Examples

Leading from the front.

Critical programs require hands-on support to define, align, and steer the work. I turn new opportunities into action, transforming ambiguous problems into bold results.

Product Design Examples

Leading from

the front.

Critical programs require hands-on support to define, align, and steer the work. I turn new opportunities into action, transforming ambiguous problems into bold results.

Jump back in where you left off.

Find the Value • Shape Practices • Insights Driven

Context

For big tech purchases, replacement cycles are years long. Retailer service and experience need to stand out for customers to return next time.

Insights

Shoppers need multiple sessions to decide. Having to start from scratch every time stalled progress and pushed customers to abandon.

Strategy

The teams' efforts to personalize were too shallow to affect customers. I stepped in, finding insights that revealed a more substantial opportunity.

Solution

'Continue shopping' resurfaced recently viewed items with filters automatically applied, making it effortless to step back in mid-search.

Impact

Conversion

Time to Purchase

I succeeded where previous efforts had stalled. Over time, my insights-led approach became the model for the broader team to plan and build.

Best Buy app screen showing a Continue Shopping module. Recently browsed products are listed: headphones and vinyl records, indicating how each was filtered when last viewed

Jump back in where you left off.

Find the Value • Shape Practices • Insights Driven

Context

For big tech purchases, replacement cycles are years long. Retailer service and experience need to stand out for customers to return next time.

Insights

Shoppers need multiple sessions to decide. Having to start from scratch every time stalled progress and pushed customers to abandon.

Strategy

The teams' efforts to personalize were too shallow to affect customers. I stepped in, finding insights that revealed a more substantial opportunity.

Solution

'Continue shopping' resurfaced recently viewed items with filters automatically applied, making it effortless to step back in mid-search.

Impact

Conversion

Time to Purchase

I succeeded where previous efforts had stalled. Over time, my insights-led approach became the model for the broader team to plan and build.

Narrow down your options.

Cross-Pollinate • Shape Standards • Metrics Driven

Context

Best Buy's vast catalog presents a paradox of choice. Faced with hundreds of items, customers get overwhelmed and delay purchases.

Metrics

Filters help reduce options, but the long, complex menu saw little engagement. It added complexity when it was meant to lessen it.

Strategy

Nobody in e-commerce had solved this. Drawing from outside retail, I shaped a new approach. Some partners resisted, others saw the benefits.

Solution

I brought the most-used filters front and center: a scrollable row of buttons along the top of every list page.

Impact

Filter Usage

Add to Cart

I proposed an A/B test to resolve the tension. The test confirmed my instinct. My approach has now been adopted by all major shopping apps.

Best Buy app Product List page with a horizontal row of quick filter buttons and an open menu overlaid, sliding in from the bottom. Shows a “Features” filter menu

Narrow down your options.

Cross-Pollinate • Shape Standards • Metrics Driven

Context

Best Buy's vast catalog presents a paradox of choice. Faced with hundreds of items, customers get overwhelmed and delay purchases.

Metrics

Filters help reduce options, but the long, complex menu saw little engagement. It added complexity when it was meant to lessen it.

Strategy

Nobody in e-commerce had solved this. Drawing from outside retail, I shaped a new approach. Some partners resisted, others saw the benefits.

Solution

I brought the most-used filters front and center: a scrollable row of buttons along the top of every list page.

Impact

Filter Usage

Add to Cart

I proposed an A/B test to resolve the tension. The test confirmed my instinct. My approach has now been adopted by all major shopping apps.

Make sense of tech specs.

Vision & Strategy • Lead Initiatives • Insights Driven

Context

Tech is embedded in daily life. We depend on our devices for work, connection, and fun. Yet when it's time to buy, most people aren't equipped.

Insights

From research, I identified an end-to-end opportunity. Electronics are expensive, features are hidden, and specs need expertise. Customers struggle to decide, risking a costly mistake.

Strategy

I built the case for a new program, earning buy-in up to VP level. I saw huge potential, and led a pilot as the first step to prove my larger vision.

Solution

‘Highlights,’ the first feature, describes benefits, not specs. This new detail page module translated the top 3–5 features into plain language.

Impact

Conversion

Engagement

Highlights' success grew into a formal capability, scaling to 4,000 products across 10 categories. It proved the value of the broader-scale program.

Best Buy app Product Detail page showing Highlights module. Top specs like processor and memory are translated into simple graphic scales and plain-language descriptions

Detail page: Apple MacBook Air

Make sense of tech specs.

Vision & Strategy • Lead Initiatives • Insights Driven

Context

Tech is embedded in daily life. We depend on our devices for work, connection, and fun. Yet when it's time to buy, most people aren't equipped.

Insights

From research, I identified an end-to-end opportunity. Electronics are expensive, features are hidden, and specs need expertise. Customers struggle to decide, risking a costly mistake.

Strategy

I built the case for a new program, earning buy-in up to VP level. I saw huge potential, and led a pilot as the first step to prove my larger vision.

Solution

‘Highlights,’ the first feature, describes benefits, not specs. This new detail page module translated the top 3–5 features into plain language.

Impact

Conversion

Engagement

Highlights' success grew into a formal capability, scaling to 4,000 products across 10 categories. It proved the value of the broader-scale program.

Detail page: Apple MacBook Air

Less DMV.

More Disneyland.

I rethink how people, environments, and systems come together. Better for customers. Easier for employees. Smarter all around.

Less DMV.

More Disneyland.

I rethink how people, environments, and systems come together. Better for customers. Easier for employees. Smarter all around.

A Best Buy associate helping a customer at a product display

Interior view of a modern Best Buy store with open product displays

Exterior rendering of a Best Buy store entrance with parking and signage

I came to the store for advice, but all the employees are busy. I have to wait.

They said someone will help me soon, but I have no way of seeing my progress.

How will an employee find me when it’s my turn?

I’m impressed by the selection of fridges. I walk the aisles and try them out.

I’m overwhelmed by all the options. I’m more uncertain than when I arrived.

I’m getting impatient. When will someone assist me?

😒

Dissatisfied

🙁

Insecure

😐

🙁

Insecure

😐

😒

Dissatisfied

Content

🙂

Content

🙂

Curious

🤔

Content

🙂

Content

🙂

😐

NEW

An online waitlist system provides confidence and visibility to progress.

I came to the store for advice, but all the employees are busy. I’m put on the waitlist.

NEW

Employees can add customers to the list. Notifications are sent via text or app.

The greeter at the entrance signs me up, and I receive a text with more info.

NEW

Roam the store with phone location on. A brief survey gives employees context.

I activate location, fill out the quick survey, then go check out the refrigerators.

NEW

The survey engages customers while they wait, giving a sense of progress.

I’m impressed by the selection of fridges. I walk the aisles and try them out.

NEW

The Quick Guide engages and gives confidence to uncertain customers.

There are so many options. I use the Quick Guide to learn a bit while I wait.

NEW

Ongoing engagement gives the wait time purpose and sets customers at ease.

The wait doesn’t feel that long. I can see I’m getting closer to the top of the list.

Locate

Shop

Wayfinding

Locate item

Select product

Experience
map

Full-service

customers

Future

Current

Foundation

Complexity made legible.

Best Buy Retail Stores. Experience maps clarify these elaborate systems, charting behaviors from multiple customer segments across dozens of touchpoints. By untangling the threads, I identify clear priorities, translating pain points into targeted improvements.

Working with Greg was inspiring. He opened my eyes to better processes and ways of working, and was a leading example on how to journey map complex data. Notably, he created an emotion scale to map qualitative insights more accurately, ensuring consistency and depth in our journey maps.

Dessa Samson

Experience Designer at Best Buy

Service Design Examples

A fresh approach.

Mapping reveals the real constraints that undermine the store experience. I lean into these limitations, defining novel solutions that benefit customers and employees.

Service Design Examples

A fresh approach.

Mapping reveals the real constraints that undermine the store experience. I lean into these limitations, defining novel solutions that benefit customers and employees.

Roam the store while you wait.

Problem Reframe • Cross-Pollinate • Constraints Driven

Context

Expert advice is a core benefit of visiting Best Buy stores. Rising costs and labor shortages require lower staffing levels, putting this service at risk.

Constraints

I realized that waiting would be the new normal. Without a system, customers must hover in sight or risk being forgotten. Some walk out frustrated.

Strategy

Inspired by restaurants and Disney Parks, and informed by store research, I identified best practices and key traits of an enjoyable wait.

Solution

I proposed a waitlist that shows live queue progress and lets customers roam the store freely. While waiting, customers receive a quick guide to the category they're browsing.

Impact

Abandon Rate

Satisfied Customers

Senior decision-makers responded positively to a proposal that went beyond what teams had previously considered.

Best Buy app waitlist screen. Shows a customer’s queue position and a guide to refrigerators

Illustrated sketch in the refrigerator aisle of a Best Buy store. First person view of a customer holding a phone, displaying an ‘Ask an Expert’ waitlist screen

Roam the store while you wait.

Problem Reframe • Cross-Pollinate • Constraints Driven

Context

Expert advice is a core benefit of visiting Best Buy stores. Rising costs and labor shortages require lower staffing levels, putting this service at risk.

Constraints

I realized that waiting would be the new normal. Without a system, customers must hover in sight or risk being forgotten. Some walk out frustrated.

Strategy

Inspired by restaurants and Disney Parks, and informed by store research, I identified best practices and key traits of an enjoyable wait.

Solution

I proposed a waitlist that shows live queue progress and lets customers roam the store freely. While waiting, customers receive a quick guide to the category they're browsing.

Impact

Abandon Rate

Satisfied Customers

Senior decision-makers responded positively to a proposal that went beyond what teams had previously considered.

Roam the store while you wait.

Problem Reframe • Cross-Pollinate • Constraints Driven

Context

Expert advice is a core benefit of visiting Best Buy stores. Rising costs and labor shortages require lower staffing levels, putting this service at risk.

Constraints

I realized that waiting would be the new normal. Without a system, customers must hover in sight or risk being forgotten. Some walk out frustrated.

Strategy

Inspired by restaurants and Disney Parks, and informed by store research, I identified best practices and key traits of an enjoyable wait.

Solution

I proposed a waitlist that shows live queue progress and lets customers roam the store freely. While waiting, customers receive a quick guide to the category they're browsing.

Impact

Abandon Rate

Satisfied Customers

Senior decision-makers responded positively to a proposal that went beyond what teams had previously considered.

When you want to get it and go.

Expand Customer Base • Adapt Contexts • Constraints Driven

Context

As electronics demand softens, Best Buy's growth depends on winning over self-sufficient customers it has historically underserved.

Constraints

Grab & Go is a core benefit of the store. But organized retail crime has forced items into locked cases. Reduced staffing means long, frustrating wait times simply to have a case unlocked.

Strategy

Best Buy was already using vending machines in malls and airports. I saw an opportunity to repurpose that technology for the store floor.

Solution

My concept: vending kiosks in the store for compact, high-demand items like headphones and smart accessories. Products stay secure, and customers get in and out on their own terms.

Impact

Self-Serve Sales

Employee Unlocks

Stakeholders supported the plan. Building on Best Buy's existing vending experience made a bold idea feel achievable.

Illustrated sketch of a customer inside a Best Buy store using a self-service vending kiosk to purchase a small item

When you want to get it and go.

Expand Customer Base • Adapt Contexts • Constraints Driven

Context

As electronics demand softens, Best Buy's growth depends on winning over self-sufficient customers it has historically underserved.

Constraints

Grab & Go is a core benefit of the store. But organized retail crime has forced items into locked cases. Reduced staffing means long, frustrating wait times simply to have a case unlocked.

Strategy

Best Buy was already using vending machines in malls and airports. I saw an opportunity to repurpose that technology for the store floor.

Solution

My concept: vending kiosks in the store for compact, high-demand items like headphones and smart accessories. Products stay secure, and customers get in and out on their own terms.

Impact

Self-Serve Sales

Employee Unlocks

Stakeholders supported the plan. Building on Best Buy's existing vending experience made a bold idea feel achievable.

When you want to get it and go.

Expand Customer Base • Adapt Contexts • Constraints Driven

Context

As electronics demand softens, Best Buy's growth depends on winning over self-sufficient customers it has historically underserved.

Constraints

Grab & Go is a core benefit of the store. But organized retail crime has forced items into locked cases. Reduced staffing means long, frustrating wait times simply to have a case unlocked.

Strategy

Best Buy was already using vending machines in malls and airports. I saw an opportunity to repurpose that technology for the store floor.

Solution

My concept: vending kiosks in the store for compact, high-demand items like headphones and smart accessories. Products stay secure, and customers get in and out on their own terms.

Impact

Self-Serve Sales

Employee Unlocks

Stakeholders supported the plan. Building on Best Buy's existing vending experience made a bold idea feel achievable.

Fast checkout in your hands.

Track Tech Landscape • Systems Thinking • Constraints Driven

Context

Best Buy hasn't kept up with point-of-sale innovation. Customers expect speed, and with employees already stretched thin, the company can't afford inefficient checkout.

Constraints

Modern mobile in-aisle checkout is the obvious fix, but company-owned devices aren't viable, and entering customer payment data on an employee's personal phone isn't secure.

Strategy

Early mobile checkout required a credit card reader. I realized that the rise of tap-to-pay and NFC in our phones had removed this need.

Solution

The employee rings up the transaction, then a QR code transfers it to the customer's phone. Using an App Clip to access NFC, they tap-to-pay.

Impact

Transaction Time

Staff Efficiency

Executives were excited. Dependent on checkout modernization efforts, the plan was staged for later. In the interim, the work served as a long-term vision for where the experience was headed.

Best Buy app tap-to-pay confirmation screen showing a total price, savings, and images of the items being purchased

Illustrated sketch of the interior of a Best Buy store. Two hands are in the foreground, each holding a phone. The first is an employee, showing a scan-and-pay QR code. The other is the customer, having scanned the QR code, shows an NFC payment screen

Fast checkout in your hands.

Track Tech Landscape • Systems Thinking • Constraints Driven

Context

Best Buy hasn't kept up with point-of-sale innovation. Customers expect speed, and with employees already stretched thin, the company can't afford inefficient checkout.

Constraints

Modern mobile in-aisle checkout is the obvious fix, but company-owned devices aren't viable, and entering customer payment data on an employee's personal phone isn't secure.

Strategy

Early mobile checkout required a credit card reader. I realized that the rise of tap-to-pay and NFC in our phones had removed this need.

Solution

The employee rings up the transaction, then a QR code transfers it to the customer's phone. Using an App Clip to access NFC, they tap-to-pay.

Impact

Transaction Time

Staff Efficiency

Executives were excited. Dependent on checkout modernization efforts, the plan was staged for later. In the interim, the work served as a long-term vision for where the experience was headed.

Fast checkout in your hands.

Track Tech Landscape • Systems Thinking • Constraints Driven

Context

Best Buy hasn't kept up with point-of-sale innovation. Customers expect speed, and with employees already stretched thin, the company can't afford inefficient checkout.

Constraints

Modern mobile in-aisle checkout is the obvious fix, but company-owned devices aren't viable, and entering customer payment data on an employee's personal phone isn't secure.

Strategy

Early mobile checkout required a credit card reader. I realized that the rise of tap-to-pay and NFC in our phones had removed this need.

Solution

The employee rings up the transaction, then a QR code transfers it to the customer's phone. Using an App Clip to access NFC, they tap-to-pay.

Impact

Transaction Time

Staff Efficiency

Executives were excited. Dependent on checkout modernization efforts, the plan was staged for later. In the interim, the work served as a long-term vision for where the experience was headed.

The work behind the work.

I create partnerships, processes, and artifacts that close the gaps between what customers need and what teams actually build.

The work

behind the work.

I create partnerships, processes, and artifacts that close the gaps between what customers need and what teams actually build.

Napkin sketch reading ‘Discovery and delivery, quality at speed’

Napkin sketch reading ‘Building blindly, no time for quality’

Napkin sketch of an evergreen tree reading ‘Evergreen actionable insights’

Napkin sketch of confusing documents reading ‘Research is outdated and obscured’

Napkin sketch of two figures pulling in same direction against a shared tangled problem, reading ‘Aligned teams, you and me vs. the problem’

Napkin sketch of a tug-of-war reading ‘Competing teams, you vs. me’

Napkin sketch of a winding path across a landscape toward a flag at the top of a crest reading ‘Follow the data, flexible path to the goal’

Napkin sketch of a compass reading ‘Stick to the plan, rigid vision locks direction’

Napkin sketch of three aligned figures reading ‘End-to-end visibility, decisions aligned’

Napkin sketch of three separated figures reading ‘Isolated silos create gaps and disruptions’

Napkin sketch of a refine/evaluate loop reading ‘Iterate to the outcome’

Napkin sketch of boxes zooming along a conveyor belt reading ‘Just keep shipping’

After

Before

The organization as obstacle.

Even well-intentioned teams develop patterns that get in the way of delivering real value. These are some of the ways I've helped teams work better.

After

Before

The organization as obstacle.

Even well-intentioned teams develop patterns that get in the way of delivering real value. These are some of the ways I've helped teams work better.

Greg is a "day one" hire with experience growing a team, leading design operations and instilling best practices into a company's DNA. Every single initiative we worked on taught me something new. He's had a lasting impact and I'm forever grateful.

Shimone Samuel

Product Manager at Best Buy

Strategic Practices Examples

Multiplying impact.

High-functioning teams deliver more value to customers. I target the changes that matter most, from insight, to alignment, to delivery.

Strategic Practices Examples

Multiplying impact.

High-functioning teams deliver more value to customers. I target the changes that matter most, from insight, to alignment, to delivery.

From research to roadmap

Process at Scale • Customer Advocacy

Customer research, when done right, becomes the strategic backbone of how teams plan, prioritize, build, and deliver.

Research that sticks

I define studies that go beyond usability, uncovering customer behaviors and motivations that stay relevant year after year. The full team views the interviews and discusses what they see, building empathy that prevents a slide into assumptions.

Insights ready for action

Teams rarely have time to make meaning of raw research data. I distill how customers think and act into insights teams can easily understand and use right away.

Visit

Locate

Select

Buy

Setup

Use

Retail store visit framework

End-to-end shopping phases

Anatomy of the experience

From insights, I build journey frameworks that capture the structure of the overall experience, creating a source of truth across the organization. Teams operating on assumptions, or a narrower view, now see how they fit into the larger whole, improving coordination and strategy.

Locate

Wayfinding

Find product

Select

Choose product

Interactive displays

Experience map

End-to-end shopping journey

Retail store visit framework

Segments
self vs full serve

Strategic opportunities

Customer pains

from research

Sentiment current state

4 key use cases

Working well

Needs improvement

The full picture

I expand the framework into an Experience Map, layering in customer behaviors, successes, and pain points along the journey. The result: an essential decision-making tool that exposes where the experience breaks down and surfaces the highest-value opportunities.

The team view

I craft focused customer behavior frameworks for individual teams, drawing from the insights most relevant to their scope. Grounded in real research, it becomes their shared reference to shape roadmaps and everyday product decisions.

Greg instilled in our company the power of customer needs as a primary driver of success.

He prioritized research and established a customer-centric approach that became integral to our design and development processes.

Shimone Samuel

Product Manager at Best Buy

Proven in practice

I built recurring rituals, keeping real customer perspectives at the center of the conversation when making decisions. The process earned its place, guiding individual team roadmaps and VP-level strategy.

Insight-Led Decisions

Strategic Reach

Waste & Rework

From research to roadmap

Process at Scale • Customer Advocacy

Customer research, when done right, becomes the strategic backbone of how teams plan, prioritize, build, and deliver.

Research that sticks

Insights ready for action

Teams rarely have time to make meaning of raw research data. I distill how customers think and act into insights teams can easily understand and use right away.

Visit

Locate

Select

Buy

Setup

Use

Retail store visit framework

End-to-end shopping phases

Anatomy of the experience

Locate

Wayfinding

Find product

Select

Choose product

Interactive displays

Experience map

End-to-end shopping journey

Retail store visit framework

Segments
self vs full serve

Strategic opportunities

Customer pains

from research

Sentiment current state

4 key use cases

Working well

Needs improvement

The full picture

The team view

Greg instilled in our company the power of customer needs as a primary driver of success.

He prioritized research and established a customer-centric approach that became integral to our design and development processes.

Shimone Samuel

Product Manager at Best Buy

Proven in practice

Insight-Led Decisions

Strategic Reach

From research to roadmap

Process at Scale • Customer Advocacy

Customer research, when done right, becomes the strategic backbone of how teams plan, prioritize, build, and deliver.

Research that sticks

Insights ready for action

Teams rarely have time to make meaning of raw research data. I distill how customers think and act into insights teams can easily understand and use right away.

Visit

Locate

Select

Buy

Setup

Use

Retail store visit framework

End-to-end shopping phases

Anatomy of the experience

Locate

Wayfinding

Find product

Select

Choose product

Interactive displays

Experience map

End-to-end shopping journey

Retail store visit framework

Segments
self vs full serve

Strategic opportunities

Customer pains

from research

Sentiment current state

4 key use cases

Working well

Needs improvement

The full picture

The team view

Greg instilled in our company the power of customer needs as a primary driver of success.

He prioritized research and established a customer-centric approach that became integral to our design and development processes.

Shimone Samuel

Product Manager at Best Buy

Proven in practice

Insight-Led Decisions

Strategic Reach

Shared outcomes vs program drift.

Stakeholders to Partners • Decision Discipline

A hand-drawn napkin sketch contrasting a straight 'Shared Outcomes' arrow with a jagged, declining line labeled 'Program Drift'

Too often, stakeholder pressures, shifting priorities, and compressed timelines cause drift from the original intent. When not actively managed, they can derail major efforts.

After

Before

Anchoring the outcome

Before a project starts, my work begins. I partner with teams to define the specific customer problem we're solving, bringing all stakeholders together to commit to a shared objective.

After

Before

Keeping decisions honest

With that anchor in place, once work is underway, decision-making is no longer a matter of opinion. I lead trade-off conversations using a simple test: “Does this get us to the outcome we committed to?” Tensions fade when everyone is aligned.

After

Before

Adapting as we go

As teams build product improvements, we test our solution hypothesis. When learning reveals a mismatch between what we built and the desired outcome, I adjust course, keeping the work aligned with what customers actually need, not what we originally assumed

Always thinking ahead and bigger picture, Greg helped ensure my work had the impact it should.

His superpowers truly are the ability to connect dots across disciplines to solve problems and mitigate risks.

Kim Johnson

Senior Manager, Discovery & Strategy Research at Best Buy

Proven in practice

Programs I've run this way stay on course. Pressures diffuse, trade-offs become less contentious, and teams deliver what customers actually need.

Program Resilience

Delivered Outcomes

Waste & Rework

Shared outcomes vs program drift.

Stakeholders to Partners • Decision Discipline

Too often, stakeholder pressures, shifting priorities, and compressed timelines cause drift from the original intent. When not actively managed, they can derail major efforts.

After

Before

Anchoring the outcome

Before a project starts, my work begins. I partner with teams to define the specific customer problem we're solving, bringing all stakeholders together to commit to a shared objective.

After

Before

Keeping decisions honest

After

Before

Adapting as we go

Always thinking ahead and bigger picture, Greg helped ensure my work had the impact it should.

His superpowers truly are the ability to connect dots across disciplines to solve problems and mitigate risks.

Kim Johnson

Senior Manager, Discovery & Strategy Research at Best Buy

Proven in practice

Programs I've run this way stay on course. Pressures diffuse, trade-offs become less contentious, and teams deliver what customers actually need.

Program Resilience

Delivered Outcomes

Shared outcomes vs program drift.

Stakeholders to Partners • Decision Discipline

Too often, stakeholder pressures, shifting priorities, and compressed timelines cause drift from the original intent. When not actively managed, they can derail major efforts.

After

Before

Anchoring the outcome

Before a project starts, my work begins. I partner with teams to define the specific customer problem we're solving, bringing all stakeholders together to commit to a shared objective.

After

Before

Keeping decisions honest

After

Before

Adapting as we go

Always thinking ahead and bigger picture, Greg helped ensure my work had the impact it should.

His superpowers truly are the ability to connect dots across disciplines to solve problems and mitigate risks.

Kim Johnson

Senior Manager, Discovery & Strategy Research at Best Buy

Proven in practice

Programs I've run this way stay on course. Pressures diffuse, trade-offs become less contentious, and teams deliver what customers actually need.

Program Resilience

Delivered Outcomes

Deep know-how.

Wide reach.

I thrive in complex environments, deftly navigating multiple disciplines, contexts, and scales. I adapt my approach for each initiative, applying myself where I'll have the most impact.

Deep know-how.

Wide reach.

I thrive in complex environments, deftly navigating multiple disciplines, contexts, and scales. I adapt my approach for each initiative, applying myself where I'll have the most impact.

Startup innovation

I create from the ground up, shaping raw ideas into novel solutions that become the new standard. Over the years, I've piloted new tech solutions, built teams from zero, and defined strategies where no playbook existed. Each is a step towards progress.

Startup innovation

Enterprise scope

I've operated in complex, matrixed Fortune 100 companies, providing expert guidance across dozens of delivery teams. In multinationals, my efforts cross time zones, languages, and legal systems. I build at scale, serving hundreds of millions of customers.

Enterprise scope

Horsepower

I lead teams through ambitious projects. I've found creative ways to navigate obstacles, aligning on vision and solutions with key partners like finance, legal, and engineering. I deliver for customers while driving revenue, managing risk, and applying the latest technologies.

Horsepower

Autonomy

I take ownership and initiative on the projects leaders lose sleep over. Hand me a high-level goal, and I take it from ambiguity to focused action. I keep partners in the loop, asking for resources when needed. Leaders can focus on their most critical work while I get results.

Autonomy

Product strategy

I deliver on company priorities. I also look for what's next. I find high-value opportunities from market and customer signals and develop them into initiatives of their own. For tricky problems, I remix ideas from diverse industries into bespoke solutions.

Product strategy

Design craft

Strategy sets the direction. Craft delivers on the promise. I still love being hands-on where it counts: flows, visuals, motion. I give the team unifying standards and ad-hoc advice that refine the product's function and style.

Design craft

AI fluency

AI shapes how I build products, and what those products can do. It takes on laborious work and expands my toolset, so I can do more. Within the product, AI responds to what a customer needs in the moment, generating interfaces that fixed logic never could.

AI fluency

Human guardrails

I decide what's worth building. Then AI speeds execution. I define team practices that verify AI's glossy output is correct. As AI further blurs Product, Design, and Engineering, I keep decision ownership clear and collaboration deliberate.

Human guardrails

GREG FOGEL

Experience Design

Products

Services

Strategic Practices

Depth & Breadth

Photography

Outdoor escapes

Urban shine

The shape of things

In the glow

Animals

GREG FOGEL

Experience Design

Products

Services

Strategic Practices

Depth & Breadth

Photography

Outdoor escapes

Urban shine

The shape of things

In the glow

Animals

Let's make something great.

Let's make something great.

Customer focus.

Refined results.

Customer focus.

Refined results.

A dramatic transformation.

A dramatic transformation.

Leading from the front.

Leading from

the front.

Jump back in where you left off.

Context

Insights

Strategy

Solution

Impact

Jump back in where you left off.

Context

Insights

Strategy

Solution

Impact

Narrow down your options.

Context

Metrics

Strategy

Solution

Impact

Narrow down your options.

Context

Metrics

Strategy

Solution

Impact

Make sense of tech specs.

Context

Insights

Strategy

Solution

Impact

Make sense of tech specs.

Context

Insights

Strategy

Solution

Impact

Less DMV.

More Disneyland.

Less DMV.

More Disneyland.

Complexity made legible.

A fresh approach.

A fresh approach.

Roam the store while you wait.

Context

Constraints

Strategy

Solution

Impact

Roam the store while you wait.

Context

Constraints

Strategy

Solution

Impact

Roam the store while you wait.

Context

Constraints

Strategy

Solution

Impact

When you want to get it and go.

Context

Constraints

Strategy

Solution

Impact

When you want to get it and go.

Context

Let's make
something great.

Let's make
something great.