About
I design enterprise software that earns trust — and lead the cross-functional teams that make it happen.
24 years. Startups, federal agencies, and some of the most complex enterprise products in the market.
Background
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.
Experience
The numbers matter less than what they represent:
Industries
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
How I Work
Research first, always.
Every engagement starts with understanding who's using the product, what they're actually trying to accomplish, and where the current experience is making that harder. That means user interviews, usability sessions, behavioral analysis, and competitive review — whatever it takes to replace assumptions with evidence.
Design as a systems problem.
Enterprise software breaks when treated as a collection of individual screens. I work at the interaction pattern level: identifying shared components, decision models, and structural inconsistencies that make complex products learnable and consistent across workflows.
Ownership across the stack.
I'm comfortable holding design, product, and research responsibilities simultaneously — not because I'm trying to do everything, but because that's often what it takes to ship something that actually solves the right problem. In practice this means I write PRDs, run sprint planning, manage stakeholder reviews, and still get into Figma every day.
Tradeoffs made visible.
Good design decisions require shared understanding. I document rationale, surface options clearly, and build alignment so that the decisions we make together hold up under pressure — including pressure from engineers, product leads, and executives who weren't in the room when the problem was first framed.
Building, not just designing.
I prototype in code and ship using AI tools. That means I can take an idea from concept to working product without waiting for an engineering handoff — validating real interactions, catching problems early, and staying grounded in what's actually buildable. This portfolio is an example: designed and built in Next.js, committed to git, deployed to production.
Currently
Building products with AI.
The way I work has changed. I'm now building products directly in code — using AI tools to prototype in the browser, commit real features, and ship working software without a handoff. What used to require a dedicated engineering sprint can now happen in a day.
That shift doesn't replace the design practice — it extends it. Research still drives direction. Systems thinking still determines what gets built. But the gap between concept and working product has collapsed in a way that changes what's possible at the start of a project, and how fast you can validate whether you're solving the right problem.
I'm exploring this at the intersection of design leadership and AI-native development — and building a case study around what that actually looks like in practice.
Let's Work Together
I'm available for senior design leadership roles — full-time, contract, and fractional engagements. I'm especially interested in enterprise software, FinOps, and product-defining challenges that need both research depth and genuine cross-functional ownership.
If that's what you're looking for, I'd like to hear about it.