Leadership

I lead design at the systems level. Rather than optimizing individual screens or flows, I focus on the complete ecosystem: the connections between products, teams, and business goals that determine whether a design organization scales or stalls. That means building frameworks and operations that let teams ship great work consistently, not just once.

The common thread across every team I've built is repeatable process: design systems, governance models, structured communication protocols that let distributed teams move fast without sacrificing quality. Design leadership should produce measurable business outcomes, not just beautiful artifacts.

More recently, I've focused on responsible AI integration as a core leadership competency. At Legacy Logix, AI-first design strategies reduced operational costs by 95% and transformed an unsustainable product into a profitable revenue stream, while maintaining enterprise-grade privacy standards.

I've built design organizations through four acquisitions (Intel, Maximus, Saba, Equifax) and one IPO (Meltwater). Each required standing up teams in uncertain environments: integrating cultures, aligning on process, and retaining talent through transitions that usually drive people out. At Meltwater, I scaled the product organization from 17 to 35 in six months with 100% retention while onboarding structured communication protocols across five continents.

The people matter most. Ten designers I've mentored now hold VP and Director roles at major tech companies. I invest in growing leaders, not just practitioners, because the best design organizations are the ones that develop the next generation of people who will run them.