Why me
I come from brand and creative direction. I spent over a decade in advertising before moving into product and experience strategy. That combination is rare in places where the work is technically complex.
Most people in this space are specialists. They go deep in one discipline: engineering, UX, product management, or go-to-market. I work across all of them. I can hold the systems-level and human-centered views at the same time, and I can move between strategy, design, technology, and marketing without losing the thread that connects them.
The moment. AI has compressed how fast companies can build, which means the misalignment that used to be a slow leak is now a flood. Teams that were already struggling to coordinate across disciplines are now being asked to move faster with more tools and less time to think. The work I do creates the shared clarity that makes speed sustainable: a common process, a documented through line, and decisions made by the right people at the right time.
The work. I have led this work across digital products, physical environments, and large-scale enterprise programs. I have also spent years in consultative selling engagements across financial services, healthcare, pharmaceutical, manufacturing, automotive, aviation, retail, and telecom. In both contexts the industries and products were different. The problem was always the same: smart, capable people working in parallel instead of together.
The difference. Consultative selling in particular requires comfort with ambiguity. Technical people often come looking for black and white answers in a process that needs someone willing to bring color and context to the grey areas. That is where my background in advertising, research, design, and UX does its most distinctive work. I do not craft narratives and artifacts to make everyone feel good or produce shiny decks. I do it to discover and drive outcomes. And I always have one eye on what happens after the deal is signed, because how an effort is set up at the beginning shapes what every function can deliver down the road and how well adoption is designed into the process from the start.
The range is the point. Decades of experience across disciplines, industries, and contexts. Not despite the breadth, because of it.
Where I have done this
B2B DIGITAL AGENCY
Connecting the pieces into an end-to-end offering
A B2B digital agency working with global technology clients had strong go-to-market capabilities and access to offshore development through its parent company, but nothing connected them into an end-to-end product offering. I built that connective practice from scratch, hiring the team and introducing the frameworks to make it work. The team's strength was taking complex research and workshop outputs and turning them into cohesive narratives, roadmaps, and prototypes that made the path forward legible to clients and their stakeholders. The practice generated over one million dollars in new revenue in its first year.
DEFENSE PROGRAM
Building the process when there is no playbook
A multi-year classified defense program required the end-to-end design of a VIP government aircraft, across architecture, lighting, interiors, materials, and technology integration. The program had no defined design process, multiple stakeholders across government, military, and manufacturer, and design disciplines that had never worked together at this scale. I built the entire operating model: a collaborative workshop process to develop the strategic vision, a roadmap with clear milestones, cross-functional teams working together earlier than was typical, and a formal documentation system that gave military and government clients confidence in a process they had never experienced before. Every discipline, every stakeholder, every decision connected to the same strategic foundation. The program was delivered on time and within budget.
GLOBAL TECHNOLOGY COMPANY
When the methodology is the problem
A global technology company had invested in a field team of hundreds of digital advisors whose job was to help enterprise customers identify opportunities to co-innovate. The pipeline was full but not moving. Account teams were unsure when or why to bring the advisors in.
When I looked closely, the diagnosis was clear: the team was trying to do too much in a single sales engagement, conflating strategic alignment with solution development in the same room at the same time, and producing neither cleanly.
I designed a methodology that separated the two. Strategic clarity could happen through a workshop or a series of conversations, with flexible toolkits built around milestone outcomes rather than a single prescribed process. That clarity would then set up solutioning with the right people, the right investment, and a customer who actually knew what they were signing up for.