I turn human insight into product direction.
I’m a product experience leader working at the intersection of human aspiration and technological possibility, bringing data and insights, design, and technology together to shape experiences that transform how organizations work. Increasingly, that means shaping how people and AI work together as technology interprets, decides, and acts on our behalf.
Today, I lead a 60+ person global organization bringing research, product analytics, data science, and experience disciplines together to shape product direction and quality at scale.
What human insight makes possible…
LEADERSHIP
01
Start with human reality.
I start by understanding what people are trying to accomplish, how work actually happens, and where the friction and opportunity really are. I bring qualitative insight and data together to establish that ground truth and use it to focus teams and investment on the problems that matter most.
02
Create clarity and direction.
I ask the questions that get to the heart of the problem, surface the choices that matter, and create clarity around a direction. I’m at my best when I can forge alignment—bringing together customer reality, business priorities, and technological possibility to make the path forward clearer.
03
Bring disciplines together around the problem.
The problems worth solving rarely belong to one discipline. I bring research insights, design sensibilities, and perspectives from engineering partners around a shared understanding of the problem, creating shared ownership across functions rather than handing work from one to the next.
04
Build momentum for change.
A good idea is only the beginning. Meaningful change requires conviction, clarity, partnership, and persistence. I work across organizational boundaries and leadership to build shared ownership and momentum, so an idea becomes something others are energized to carry forward.
05
Hold the bar at outcomes and quality.
I care about what changes because of the work — for customers, for the business, and for the people using what we build. I use evidence to understand whether we are actually making things better, while holding a high bar for quality, coherence, accessibility, and trust.
06
Give people ownership and be their strongest advocate.
I lead with trust and high standards. I give people meaningful ownership and room to stretch, stay close enough to help when the work gets hard, and advocate fiercely for their work and growth. I want people on my teams to do the best work of their careers.
SPEAKING
An idea becomes powerful when other people get energized to carry it forward.
For me, speaking is about building conviction around an idea — making something complex clear and creating the energy that turns an idea into shared momentum.
Whether I’m speaking about AI, human-centered design, product intelligence, or new market opportunities, I want people to leave not only understanding the idea, but seeing themselves in it and feeling energized to take it forward.
I started my career as a computer scientist, but quickly found myself drawn to a different question: how could we make technology more accessible, intuitive, and enjoyable for people to use? That curiosity led me to research — and eventually much closer to shaping the products and experiences themselves.
Over time, my work expanded from understanding people deeply to shaping product and experience strategy, building new capabilities, and leading multidisciplinary teams across design, research, data, and product.
Across Microsoft and Oracle, the technology and the problems have changed enormously, but that thread has remained remarkably consistent: finding the opportunity in the evolving relationship between people and technology, and turning it into something real, viable for the business, and consequential at scale.