Enterprise Design System

Context

Apple mandated that iPhone apps adopt Liquid Glass, with compliance required for the next Xcode release. Existing components relied on customizations Apple no longer supports. At Capital One's enterprise scale, that meant aligning many teams and producing guidance and training that would actually stick.

What I did

• Audited scoped components and wrote transition guidance.
• Added Liquid Glass components to the internal design system, applying Capital One branding and customization wherever Apple's constraints allowed.
• Updated documentation pages for each affected component.
• Created and delivered training: what Liquid Glass is, why we are adopting it, and the benefits of stronger native support, faster access to Apple updates, less tech debt, and better maintainability.
• Addressed accessibility considerations for the new treatments.
• Coordinated across Capital One's app ecosystem, connecting with product teams and resolving concerns.
• Reframed how the team thinks about components: Apple's system layer (controls and system UI) versus the content layer (where we express brand).

Outcomes

Introduced 10 new components and identified 3 enhancements for the near future. We are actively monitoring iOS 27 and what comes next.

Context

Across the digital card portfolio, card types were created and rendered inconsistently. Physical cards are tightly regulated, and brand owns clear opinions on fonts, colors, and treatment. Digital cards had no equivalent cohesion. Separate teams and codebases owned the work: the card LOB for credit, small business for business cards, and the debit and bank side for debit.

What I did

• Proposed a single component flexible enough for each card type to keep its identity while still reading as one Capital One portfolio.
• Engaged partners across lines of business so teams aligned on the same wavelength.
• Worked with brand so digital and physical cards feel like the same product family across mediums.
• Designed for Spanish translation and longer character counts, different viewport behaviors, and Dynamic Type, because card details are critical and users need full visual control.
• Brought the design in line with platform standards, including replacing the settings gear with an overflow icon.

Outcomes

Unified 20+ products under one component, eliminated redundant code, aligned teams to work through the design system, and brought the design into line with platform standards.

Context

A dedicated design system team is not designing products day to day, so product teams have to feed back which solutions actually work. Before a solution becomes a recommended pattern others will adopt, you need confidence. Without that bar, you get either a bottleneck or a pile of one-offs.

What I did

I created a sandbox in Figma where teams could keep works in progress, and helped contributors reach defined benchmarks so their work could migrate into official kits and standards.

Sandbox objectives

• Bridge gaps between the Capital One app and Gravity, the system's foundations and components.
• Improve visibility and reduce duplicative effort.
• Prevent fragmented logic.
• Enable evidence-based promotion to official libraries.
• Provide interim guidance for patterns that need it.

Two-stage promotion framework

Outcomes

Successfully onboarded projects onto the framework. The org now has a structured way to elevate promising work and sunset efforts that are not getting the research to justify promotion.