About me
I am most interested in the version that asks more of us.
what i do
does not have
A clean title.
My work crosses strategy, product, operations,
experience, and design.
The business problem rarely respects the category.
That can be inconvenient. It also happens to be true.
Across sectors, the pattern is consistent:
decisions cross functions,
the pressure lands on the systems connecting them,
and the consequences are carried by the people
inside the business and the people it serves.
Two decades across industries have taught me
what range is good for:
knowing what to question,
what I don't know,
and whose knowledge needs to be in the room.
I started by being hired to make the thing.
Over time, I was asked to take responsibility
for more of what determined whether it succeeded:
the decisions, systems, budgets, and teams around it.
Leaders bring me in mid-motion.
A launch that won’t land cleanly.
A recall that has to become a turnaround before the market moves on.
A business whose ambition has outgrown the way it operates.
The brief is rarely
the whole problem.
Before I form an opinion,
I read everything I can get my hands on.
Documentation. Products. Workflows.
Financials, if they'll share them.
Then the walkthrough: the products or services in use,
the systems around them, and the way people describe
the work once they stop selling it.
I've stood in enough manufacturing facilities,
regulatory reviews, and clinical settings to know
that intent doesn't survive a handoff by accident.
I look for the gap between what an organization
believes about itself and what its systems reflect.
That gap is almost always
where the real work is.
So I start with one question:
Is this a brand problem,
or a product problem wearing brand symptoms?
I will not tell a business it needs a brand refresh
if what it actually needs is a product fix.
I do my best work where the human outcome
and the business outcome strengthen each other.
THe conditions
are pART
OF THE WORK.
The most important work I have done
happened in the room, thinking alongside
the people responsible for what came next.
Getting there is rarely clean.
Things get messy before they get coherent.
I am candid about what I see
and careful about how I surface it.
I make the reasoning visible,
so teams can challenge it, strengthen it,
and carry it forward.
Building teams and mentoring people across disciplines
has reinforced the same lesson:
Frameworks can be documented.
Judgment has to live in the team.
What I need in return is straightforward:
openness, ambition, and the willingness to let conflict be information.
I bring intensity to this work.
In the right conditions, it becomes
light, not heat.
what holds
after i leave.
The work becomes part of how a team decides and operates
long after my role changes.
Decisions compound.
Systems outlast the mandate that built them.
The organization moves differently
than it did before I arrived —
and keeps moving without me.
Frameworks I built
more than a decade ago
are still in use today.
infectious
design + strategy
I named my practice Infectious Design in 2004.
The idea was simple:
good design spreads.
One clear decision shapes the next one.
A sound system carries intent forward —
beyond the person who built it.
Built with rigor, the work travels:
through the organization,
into what gets made,
out to the market,
into the hands that use it,
and back as loyalty.
Good design is contagious.
That is what I meant by infectious.
When pressure rises,
leadership matters.
Make it clear.
Make it work.
Make it last.