Bringing something new into the world?
I help define what it should be, then build the
structure and team to carry it through.
The vision isn’t clear.
Teams are building, but not toward the same thing.
Creative direction
A shared vision tied to user and business needs, with principles teams can build from.
The work churns.
Effort is lost to rework, and priorities blur.
Design operations
Plans, cadences and decision frameworks that keep multi-team programs moving.
Talented teams stall.
Skills don’t match the work, and people burn out or plateau.
People leadership
The right people on each phase, coached to do their best work.
On my largest program: six parallel workstreams across two organizations.
Ways to engage
| Engagement | Best when | What you get | Length |
|---|---|---|---|
| Fractional leadership | You’re building a team, between design leaders, or want senior eyes on the work. | Direction, frameworks and tools your team keeps. | 1 day a week, 1–3+ months |
| Design projects | You have a defined project and need a senior lead to own it. | A clear direction and a design-intent package. | 2–6 months |
| Discovery sprints | You’re early and need clarity on who it’s for and what to build. | User definitions, concept directions and recommendations. | 2–6 weeks |
| Alignment workshops | Teams disagree, or you’re kicking off something new. | Agreed priorities and next steps. | Half a day to 2 days |
Every engagement starts with a conversation, then a short assessment.
Hiring full-time? I’m open to the right role. Résumé →
In practice
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Commercial Space Programs
Shaping the crew experience across teams and organizations.
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Fitbit
Leading design from first concept to millions of units in an emerging category.