How I decide, direct, and unblock teams.
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Follow behavior, not assumptions
Plan according to what people actually do, not according to what they say.
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Design the whole service
Revenue and trust are lost in unowned seams.
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Make decisions repeatable
If it doesn’t affect the decision, then it is shelfware.
Case study: Seven categories and the rule that placed the eighth
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Be
Honest. Kind. Curious.
Evidence of impact
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4 designers
led across three mandates
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164M connections
Customer Types framework adopted across teams
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231 live accounts
AI verification logic validated
How I work
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Product
I turn ambiguous problems into products people can understand and use.
The feature everyone was sure about -
System
I create the systems, patterns and principles that allow products to scale.
The frameworks behind that storefront -
Team
I create the conditions for designers to do their best work.
How I manage
Running the team
Four designers, junior through lead, kept across three mandates.
Initiative lead
Me
Lead designer
Direct report
Reports to me
Senior designer
Direct report
Reports to me
Designer
Direct report
Reports to me
Designer
Direct report
Reports to me
I was responsible for hiring, career progression, and annual reviews, and also managed Publicis Sapient’s ten-person delivery team for the Home app.
I live in New Jersey and cook most nights.
The work is on the other pages, and it argues for itself there. This one is the rest of it: where I am, what I run, what I have written, and one recipe I would actually defend.
I build and lead design teams that make fragmented services behave like one, and I put AI to work inside the practice with evidence rather than enthusiasm. At Verizon that meant hiring and managing four designers, junior through lead, and keeping them together across three mandates; before that, a designer at Comcast. I also run Viable Brand (opens in a new tab), a company dedicated to examining the intersection of UX and how businesses use research.