My work sits at the intersection of design, product, and engineering — which means I rarely just hand off wireframes. On most projects I'm simultaneously leading UX, shaping product strategy, conducting user research, and coordinating engineering priorities. That kind of cross-functional ownership isn't a choice; it's what complex enterprise problems require.
I've spent the last several years deep in FinOps and cloud management tools — products where users are engineers and finance teams making expensive decisions with incomplete information. That context demands clarity, not decoration. I bring the same research rigor I developed in federal work into fast-moving startup environments, and vice versa.
What I care about most is the moment when a product stops feeling like software and starts feeling like a reliable colleague. Getting there usually means doing the unsexy work: interviewing frustrated users, untangling legacy interaction patterns, writing the PRD nobody else wants to write, and advocating for decisions that will only prove themselves six months after launch.
I've worked across industries where design complexity is the norm, not the exception:
Enterprise Software & Cloud FinOps, DevOps, cloud management, privacy compliance
Financial & Regulatory Financial services, capital markets, FINRA, international development banking
Defense & Intelligence GEOINT, DoD cyber training, joint operations, intelligence community
Government & Civic U.S. courts, U.S. Census, federal HR, civic technology
Healthcare & Life Sciences Healthcare administration, pharmaceutical
Telecom & Infrastructure Telecommunications, network operations
Consumer & Retail E-commerce, advertising, consumer brands
Education EdTech, K–12, higher education
Customers I’ve Helped
Government Agencies I’ve Helped
