I build design organizations that earn their seat at the table.

Early in my career, a colleague with a PhD in cognitive science reframed how I thought about design. It wasn’t about building things—it was about solving problems. That shift became foundational to everything that followed.

I’ve spent 24 years turning that insight into practice. I build design organizations that earn their seat at the table—not through advocacy, but through outcomes.

The path took me from The Hartford to ESPN (Disney) to Travelers to eMoney Advisor (Fidelity) to Red Hat (IBM). Different industries—insurance, media, fintech, enterprise tech—but the same underlying question: how do you make design’s contribution undeniable?

At The Hartford, I started as an individual contributor and discovered what design could be. At ESPN, I moved into people leadership and decided to deepen that foundation—earning both an MBA and an MS in Human Factors in Information Design from Bentley University. The combination was intentional: I wanted to understand the science of design and the language of business. Those years were about taking a passion and putting rigor behind it.

That investment shaped what came next. At Travelers, I secured $1.29 billion in board funding for digital strategy and built an enterprise design system that saved $23 million. At eMoney, I created a UX practice from scratch and built the business case that quantified its value to the organization. Most recently at Red Hat, I led a 140-person global UX organization spanning designers, researchers, content strategists, and front-end engineers. I transformed UX from a service function into a strategic partner, drove AI adoption to a 93% team rate, established design systems governance, and built measurement frameworks for UX impact.

The common thread: I treat design itself as a product. I think about what stakeholders need, what the organization is trying to achieve, and how to build a team that delivers measurable value—not just artifacts. Research tracked where decisions happen. Quality standards that replace opinion with rigor. Problem statements required before pixels get pushed.

My sweet spot is enterprise B2B software, organizational transformation, and scaling design teams. I take a balanced approach—strategic and tactical, business and user, measurement and creativity. I’ve learned that you need all of these to build design organizations that last.

I’m based in the Northeast and currently exploring executive leadership opportunities—Head of Design, VP of UX, or similar roles where I can build and lead organizations that deliver real business impact.

If that’s a conversation worth having, I’d welcome it.