About

I’ve spent most of my career trying to understand how complex organizations can get better at solving real human problems.

I started as a designer, working directly on digital experiences. Over time, my role expanded from shaping individual experiences to influencing product strategy, customer experience, and the way teams make decisions. Eventually, the work became as much about the organization around the product as the product itself. Design is still the lens I bring to all of it.

I’m most useful when an organization has an ambition that is clear in principle but difficult to make real. It might be improving an experience, growing a business, introducing a new capability, or changing how teams operate. My role is often to help turn that ambition into choices people can act on: what needs to improve for customers, where to focus, what a better future could look like, and what has to change to get there.

Much of my career has been spent at Vanguard, working across customer experience, product strategy, digital growth, and organizational transformation. I’ve helped translate broad business goals into experience strategies teams could use, and I’ve helped scale customer-centered product practices from an early pilot to hundreds of multidisciplinary teams.

That experience changed how I think about leadership. The farther I moved from designing the work myself, the more important it became to create an environment where other people could do their best work. Teams need enough clarity to make good decisions without being handed every answer, and their work has to survive the realities of technology, business constraints, ownership, and organizational complexity. I don’t see those realities as separate from design; they are part of the problem we are trying to solve.

I’m increasingly interested in what happens to this work as AI changes how quickly ideas can be explored and executed. As execution becomes easier, the quality of the decisions around it matters more. Choosing the right problem, understanding the people affected by it, and deciding what is worth building become more important, not less.

That connects to what has motivated me throughout my career. I enjoy taking something complicated and making it understandable enough for people to move forward. I like helping teams see a possibility that was difficult to see before, particularly when the work serves a purpose I believe in.

Alongside my leadership work, I write and speak about customer experience, product and design strategy, organizational change, leadership, and creativity in an AI-enabled world. I also teach and mentor when I can, particularly with designers and emerging leaders navigating the transition from craft to broader influence.

Selected work

Transforming Digital Growth at Vanguard

I helped shape a growth strategy connecting better investor outcomes with personalization, experimentation, and stronger digital capabilities. Within six months, product and customer experience improvements contributed $118M in revenue, while experimentation increased 210% in the first three months.

CX Alpha

I led client experience work exploring how Vanguard could combine what it understood about an investor with behavioral science and investment methodology to help people make better financial decisions. Across the experiments, the program measured more than 1.7 million client actions and more than $890 million in client value.

Enterprise Transformation

I helped grow customer-centered product and design practices from an early pilot to more than 250 multidisciplinary teams. The work focused on keeping the customer experience visible as the organization changed how teams were structured, how decisions were made, and how work moved from strategy into delivery.