Hi, I’m Jordan

product design program manager
13 years+ of experience


I create environments where designers can do their best work — where the operational side doesn’t stifle creativity but clears the way for it.

i start every new initiative with
3 questions

  • Every project is different but I bring the same core principles to guide each one.

    Planning
    I partner with leadership to align on priorities, assess roadmaps, and focus design effort where it drives the most impact. I run biweekly team level sessions to surface new work and keep active initiatives moving.

    Intake & prioritization
    I break initiatives into clear design efforts with defined outcomes, owners, and timelines. I hold teams accountable to an intake process that ensures the right work is prioritized and sequenced.

    Scoping & resourcing
    I define scope, map dependencies, and staff the right designers for each project.

    Work breakdown
    I structure projects into actionable phases and timelines that balance speed with space for deep design work.

    Project plans
    I create clear project plans and timeline summaries so everyone knows when designs will be ready for each key milestone.

  • I both lead and support the team, the work, the organization, the bigger picture and the small details.

    Execution oversight
    I manage a healthy backlog across multidisciplinary teams — tracking progress, clearing blockers, and maintaining momentum.

    Problem solving
    I anticipate issues early, adapt quickly, and make decisions that keep priorities intact and work on track. I do not shy away from difficult conversations.

    Design critique & iteration
    With strong design sensibilities, I understand interactions, patterns and mental models. This allows me to guide feedback loops that are clear and actionable. 

    Leadership review
    I set agendas, prep teams, and facilitate reviews across leadership levels. I capture decisions and action items, centering the team's focus in the right lanes while guiding the big picture.

    Release
    I guide final prep, support engineering handoff, and release design artifacts through internal tracking tools.

  • There’s a delicate balance between being a strong partner and knowing when to challenge on behalf of design. My super power is building the relationships that allow me to do both.

    Cross-functional alignment
    I build strong relationships across design, engineering, product, and program teams — knowing when to collaborate and when to push back to protect design needs.

    Legal reviews
    I support regulatory conversations and clarify when guidance is a true requirement versus an opinion.

    Timelines
    I scope projects early and set realistic design timelines, pushing back when deadlines compromise quality. 

    Design quality
    I uphold high design standards in a continuously evolving creative environment, working closely with engineering to ensure shipped solutions meet spec.

my experience

design planning

THE Problem

Design requests come to the mobile and web design teams at General Motors from 12+ software product groups plus additional marketing and business teams. Competing priorities, shifting roadmaps, and hidden dependencies can create overlap, rework, and misalignment. Large volumes of work require consistent prioritization, planning, and coordination to stay on track and meet timelines.

the approach

Consolidation and analysis of product roadmaps at the beginning of each year and participation in quarterly roadmap reviews thereafter. Design timelines and deliverables organized through a structured planning and tracking system. A robust intake process, planning board and Jira backlog. Internal and external forums to discuss, plan, and review work.

the SOLUTION

Planned roadmap initiatives route through a work intake process that filters through design operations as the initial touch point. Biweekly planning sessions with design leads to break down and prioritize new and ongoing work. A Figma planning board consolidates the work into a single view and provides real-time visibility into status, timing, priorities, and documentation links across a large volume of projects. The Figma board feeds into Jira, where tickets are created with review dates, milestones, and design release targets. Designers receive assignments via Jira tickets during sprint planning and progress is discussed in standups. Design is reviewed and discussed regularly in established forums

THE output

With a robust planning process starting at the strategic initiative / roadmap level all the way down to the team level, the design team is able to stay organized, on track and transparent about the work. Blockers are resolved quickly and shifting priorities are discussed as soon as they come up. Releases are organized, on time and well documented.

cross-functional Management

THE Problem

Design transitioned into a newly formed software organization, moving from service-provider to strategic partner. New expectations, workflows, and forums cross-functionally, required clear communication and consistent adoption across a 15,000+ organization.

the approach

Development of a guiding design ethos, a documented operating model, and creation of a communication plan enabling program managers to consistently share and reinforce new processes across all levels of product, program, and engineering.

the SOLUTION

Defined cross-functional engagement model covering roadmap and portfolio planning, workflow best practices, release criteria, quality standards and design forums. Rolled out design-led forums across vehicle OS, web/mobile, and enterprise tools design teams. A structured communication framework built for program managers, including messaging, cadence, and artifacts to ensure consistent alignment with product, program, and engineering stakeholders.

THE output

Design established as a proactive partner with clear influence, included in planning and decision-making. Increased organizational alignment, consolidation of meeting forums, standardized communication across product, program, engineering groups, and smooth adoption of the new operating model at scale.

project: mybrand App replatform

THE Problem

The GM brand apps were plagued by bloat, inconsistency and tech debt. Nearly 400 features and 40 Figma files required updates to stabilize performance, reduce redundancy, simplify development, and create a globalized framework.

the approach

A complete rewrite of all global product requirements, migration of high-value features and deprecation of low-use content, UI systemization for scalability, and definition of a phased go-to-market strategy.

the SOLUTION

Work breakdown to plan, prioritize and assign design file updates, UI library rebuild with tokens and theming, creation of a master feature list, rewrite of design requirements for 400 feature, cross-functional workshop facilitation, and management of design QA across the four branded apps.

THE output

Delivered a phased release of 40 refreshed Figma design files, fully integrated into the larger program plan. Refreshed front and back end, design and 1:1 design/code libraries, accelerating speed to market and improving app performance. Strengthened cross-functional relationships and tighter alignment between design, product, and engineering.

project: Public Charging

THE Problem

Leadership directive accelerated the launch of Tesla Supercharger access within GM’s mobile apps. Execution required coordination across three product/business groups, four legal teams, three engineering teams, and two design teams. Heavy legal and regulatory oversight combined with internal disagreement on MVP scope created risk to both timeline and alignment.

the approach

Parallel pathing of MVP and future-state designs. Cross-team planning and working sessions to drive speed while achieving two sets of designs in a short period of time. Legal pre-reads and documented review standards to streamline approvals. System for tracking legal and regulatory requirements alongside change requests. Regular executive updates, managing up and out, to align leadership feedback with program goals.

the SOLUTION

Dual-track project plan detailing design timelines, milestones, and deliverables. Executive summaries to support VP-level decision-making and escalations. Centralized change log to capture input from product, legal, marketing, and Tesla partners. Weekly project syncs to ensure continuous alignment and unblock issues.

THE output

On-time delivery of MVP launch enabling Tesla Supercharger access in the GM app. Defined design foundation and roadmap for an enhanced multi-network charging experience post-launch. Successful navigation of complex organizational, legal, and cross-company challenges to deliver a high-visibility release at speed.

What my co-workers are saying

  • "Jordan has shown remarkable initiative, adaptability, and leadership. Her ability to identify gaps, drive alignment, and deliver results across domains has had a transformative impact on both team performance and cross-functional collaboration."

    Director, Design Operations

  • "Jordan has (what seems like) an uncanny ability to spot trouble from miles away. Over time, I noticed this is a result of her command of the specific subject matter that most program managers never achieve. Even while being attuned to potential risks in the work, she leads with a level head and with a positivity that feels supportive and realistic."

    Chief of Staff, Product Management

  • "Jordan has shown incredible leadership to not only the other Producers but to all of us Designers & Writers as well. She consistently goes above and beyond her job role & responsibilities to help our team do our best work."

    Design Lead

  • "I am so impressed by Jordan's partnership and leadership skills. She's helped the team reach their goals while also ensuring the design team is set up for success. she balances the needs of all teams involved in Product Development beautifully."

    Senior Group Product Manager