I make innovation practical.

Design isn't decoration, and it isn't a deliverable. It's a way of making decisions under uncertainty—and the best design leaders are the ones who can turn that into something a business can measure and trust. I've spent 13+ years learning how to do that across enterprise SaaS, e-commerce, education, and client services.

Gut feelings weren't cutting it as a business case for design investment. So I built the proof.

I'm comfortable in rooms most designers avoid: the ones with a P&L, a roadmap fight, or a skeptical executive. And I'm equally comfortable in a working session pushing pixels or pairing on a component. The craft-versus-strategy choice is a false one—I refuse to pick a side, and the best work happens at the seam.

I grow people on purpose. I built a Career Progression Model and Growth Dimensions framework at Panorama because “do good work and hope someone notices” isn't a career plan—and because clear, equitable paths make teams faster, not slower.

I lead through clarity: a real operating model, autonomy that's actually delegated, and a high bar held consistently. I'd rather have a hard, honest conversation early than a polite, expensive one later.

I've led generative-AI features from concept through beta to GA, and I'm a firm believer that responsible AI is a design problem before it's a model problem. The interesting work isn't the demo—it's the governance, the trust, the graceful failure states, and the component systems that keep quality high when twelve squads ship at once.

A team that takes design seriously as a business function—and a problem space hard enough to be worth it. I do my best work where craft, strategy, and a little technical fluency all matter at once. Also: I wear bow ties. Just so we're clear about the stakes.

I've been most useful at companies that are past the “design as a feature” phase and into the “design as a competitive advantage” phase—Series B through public, with enough complexity that the work isn't a single redesign but a sustained operating model. I'm a strong remote operator; I've shipped distributed from Seattle, Brooklyn, and now Raleigh–Durham, and I'll travel easily for the right room. Geography isn't the constraint—the operating model is.

If you're building that kind of thing—or trying to figure out what it would look like—I'd genuinely love to hear about it. The worst that happens is a good conversation about design and AI.