Enterprise UX at Cencora

After years of working across industries through my own company, TAP Developers, I was given an opportunity to bring user experience design into a division of Cencora (formerly AmerisourceBergen), a global Fortune 15 company that had historically operated without dedicated UX support. I initially joined the GPO Solutions team to design internal Salesforce experiences and external Lightning Web Components for multiple user groups. Rather than simply designing what stakeholders requested, I interviewed teams across sales, membership, operations, analytics, and rebate payments to understand how the business actually worked from end to end. That research uncovered process inefficiencies, duplicate work, underutilized technology, security vulnerabilities, and disconnects between teams and the systems they were expected to use. I translated those findings into current-state process maps and actionable design insights that were useful not only to me as a designer but also to product teams and executive leadership as they worked to improve the business.

As Cencora reorganized, my role expanded across multiple business units, allowing me to repeatedly step into complex, unfamiliar environments and bring structure, clarity, and user-centered thinking to problems that often existed well beyond the interface.

My work at Cencora became much more than a collection of UX deliverables—it became an ongoing exercise in understanding how a massive organization actually works and finding opportunities to make it work better. I helped establish processes for emerging business units, educated new leadership on complex workflows and customer perspectives, and repeatedly stepped into high-pressure situations where teams needed UX expertise immediately. For one business unit, I was given less than seven business days to understand an unfamiliar business, its problem, internal design methodology, documentation standards, and an entirely new design system; I delivered the first project in five days. That success led to additional projects that I consistently completed ahead of schedule or brought as far as possible while the organization transitioned to permanent design resources.

Working within a Fortune 15 organization presents enormous complexity, but that complexity is precisely what I enjoy. I thrive when the problem is unfamiliar, the timeline is tight, and the path forward isn't obvious. My goal remains consistent regardless of the size of the organization: understand the people, understand the process, serve the end user and the team, identify where I can improve, and continuously become a better designer and teammate than I was yesterday.