HI, I'M TRIPURA
I started by designing cities, not screens.
An unusual entry point that's shaped 25 years of work across enterprise systems, design leadership, and the teams that build the experiences.
What hasn't changed across any of it: an instinct to design for whoever lives inside the system. Who they are. What they're trying to do. Where the design has to hold them.
Now, I lead at the scale where customer experience, technology, and teams all depend on each other. The stories below are how I've practiced that, each one a different lesson in leadership at scale, including the parts that almost went wrong.
Five stories. Five leadership moments. One perspective.
REECE USA . HEAD OF UX . BUILT A 10-PERSON TEAM . 2021-2024
The mandate was an omnichannel launch in six months. The challenge underneath it was an organization unifying nine regional brands with fragmented digital experiences, siloed operations, and no design function to hold the customer view.
Before designing a single warehouse app, I spent three months on the branch floor.
$353M
in six months
92%
customer satisfaction
39%
fewer inventory errors
CONCEPT STUDY . DESIGNING FOR AI . THEN(2022) -> NOW(2026)
In 2022 we designed Reece's first AI experiences: conversational product search, camera based part identification, and an employee support chatbot. This study redesigns them for the LLM era: where AI should answer freely, where it must use live data, and when it hands off to a human.
2
customer-facing AI features in the B2B mobile app
1500
employees served by the HR and IT chatbot
3
LLM-era rules: answer freely, use live data, hand off
LENNOX INTL . UX LEAD . MAKING THE CASE FOR DESIGN . 2012-2019
Seven years inside an SAP heavy enterprise. Three products that earned UX its seat: iCON proved the value, THE LIINK proved the reach, THE HUB proved the depth. Each was recognized with a Pacesetter Award.
48%
more registrations on THE HUB
50%
better internal productivity with THE LIINK
3
Pacesetter Awards for Innovation & Productivity
REECE USA . WATERWORKS . EXECUTIVE ALIGNMENT
Engineering, Product, and Executive teams each had a different mental picture of who they were building for. A series of executive workshops made the disagreement visible and turned a costly assumption into a clear shared answer before it reached development.
3
teams aligned on one customer: Engineering, Product & Executives
4
Workshops to understand customers and their journeys
32
weeks of rework saved
XPLOR . SR.UX MANAGER . PARTNERED WITH THE CPO . 2024
Designers reported to Product Managers, each siloed inside their own product. Partnering with CPO, I unified designers into one design practice, with shared delivery principles, clear roles across UX, Product, and Engineering, and a continuous feedback loop from customers and support.
35%
faster releases
31%
fewer support tickets
22%
higher task completion