Product Design Leader, Enterprise Platforms
Designing tools people want to use.
People rarely get to choose the software they use at work. I lead the design work that makes it worth choosing, across finance, healthcare, education, and AI.
Proof.
Selected work.
About
I design software where trust isn’t optional.
In banks, health systems, and AI-powered learning platforms, one confusing screen repeats across every branch, clinic, and learner. Design at that scale has to be accountable, and that belief shapes how I research, decide, and lead.
Leadership principles earned in the field.
I’ve shipped in hospitals, banks, and enterprise learning systems. Different problems. Same principles.
01
Clarity is the deliverable
Before any screen gets designed, I work to align teams around the actual problem. Ambiguity is expensive, especially when engineers are involved.
02
Research is non-negotiable
I’ve operationalized research at scale using Rally, Marvin, and client visits. Evidence-based decisions are measurable and help inform audience understanding.
03
Design leads, design follows
Sometimes I’m setting strategy with the C-suite. Others I’m reviewing mocks with the product team. I’m comfortable in both roles and know what is required of each.
04
Systems outlast projects
I’ve built design systems, research ops frameworks, and cross-functional operating models that teams kept using after I was gone. That’s the point.
05
Fidelity follows function
The right level of craft is the one that serves the moment. Rough sketches for early alignment, high fidelity when you’re selling an idea or validating details. Overbuilding wastes time. Underbuilding loses the room. Knowing the difference is the skill.
Let’s figure out
if we’re a good fit.
I'm not after a seat at the table. I'm after an org that already treats design as a thought partner, not a service. If you're doing serious work in a complex domain, I'd love to talk.
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