I close the gap between what AI makes possible and what each layer of an organization, from individual contributors to executives, can turn into usable results.
That work draws on more than a decade across the software development lifecycle as a designer, a product manager, and an operations leader. I also build with AI myself, taking products from concept to working applications in the hands of real users.
The thread through all of it stays the same. I look for the places where good people, and the AI tools they were given, get slowed down by the system around them, and I redesign that system with them until the work flows again.
How that change feels to the people living through it matters to me as much as the metrics, because lasting improvement depends on the people who carry it forward.

The work moved from the interface to the product to the operating model of an entire design organization, and now to building with AI.
Five principles that decide what I do when priorities collide and the pressure is on.
A baseline turns opinions into decisions. It also makes the improvement provable a year later, when someone asks what changed and why.
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