Design, product, and transformation leadership
My work sits where human needs, business intent, and hard technology meet — across Fortune 1 platforms, zero-to-one products, and mission-driven institutions.
(Key questions)
When the brief is ambiguous, where does the real problem actually live?
Will the people who have to build it trust it — and adopt it?
Is it one coherent system, or a pile of features?
Control Group Digital experiences for physical places - the NYC subway, a civic transition, and more 
Microsoft Human-centered zero-to-one incubation before the operating model existed 
Northwestern Mutual Enterprise capability that made transformation scalable 
New technology only creates value when the organization can use it.
A way of working I've refined across two decades — from a fuzzy problem to something real, adopted, and measured. Not a deck. The actual path the work takes.
Twenty years leading design and product — at Microsoft, Northwestern Mutual, Sustain.Life / Workiva, and Walmart, and at Control Group, where the work served the NYC subway, the Open Society Foundations, and the Edward M. Kennedy Institute.
Most recently, at Walmart, I led the shift from dozens of disconnected associate AI agents to Squiggly, a unified Associate AI Platform designed for 2.1M associates worldwide. I've built the products, led the teams, and set the operating discipline myself — the judgment on this site comes from doing the work, not advising on it from a distance.
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For executive roles, advisory, board work, or speaking — or simply a conversation about a problem worth solving well.