Use storytelling to shape the business around the customer.
I bring a customer-experience lens to company and product strategy, helping leadership teams clarify where to focus and turn that direction into a story the organization can act on.
I help companies shape strategy through the lens of customer experience—connecting what people need, what technology makes possible, and where the business can win.
I bring a customer-experience lens to company and product strategy, helping leadership teams clarify where to focus and turn that direction into a story the organization can act on.
I crystallize the customer pain points that matter most, translate them into product opportunities, and help teams design elegant solutions to the right problems.
Classically trained in graphic and visual design, I work across product, brand, and marketing. My teams create elegant interfaces with a high degree of craft and coherence across the entire experience.
Because designers see customer pain points and the lifecycle end to end, they can think across all of the products and services a customer interacts with. They do not need to feel tied down by the gaps between product lines. This allows the business to flexibly focus its efforts on specific product problems in a vertical way while maintaining visibility of the customer journey from end to end.
Designers work across product silos by nature. That puts us in a position to catch the patterns, gaps, and contradictions that no single vertical team is positioned to see.
Customer understanding becomes valuable when it turns into a point of view about what should be built, how the pieces should fit together, and which opportunity matters most.
Design helps focused product teams understand how their decisions affect the wider experience—without asking the business to abandon the vertical ownership that lets it move quickly.
I build teams with clear expectations, meaningful ownership, and a high bar for craft. My passion is teaching designers to advocate for their point of view, recognize opportunities across the customer journey, and turn those opportunities into products worth building.
A clear framework is essential to the growth of high-performing, career-oriented designers. We want to make sure the company is a place where hungry talent can thrive. Alongside Unity's other design leaders, I helped create the company-wide framework used to level designers and make expectations, advancement, and what came next explicit.
I give designers meaningful ownership and room to take real risks, then support them in making the work successful. I stay technical enough to get into the details and hands-on when needed. My feedback is candid and specific, and the quality bar is high.
I stay deeply involved in product decisions and guide work such as the Unity.com redesign, while giving designers ownership of their areas.
Designers should be able to articulate an opportunity, not only present an output. I coach them to connect customer pain to business value, frame a product thesis, and advocate for what should be built.
That growth creates senior designers who can operate across the journey, identify gaps between roadmaps, and lead alongside Product and Engineering.
Strategy only works when people can understand it, see their role in it, and make consistent decisions from it. I use customer insight, writing, visual storytelling, and product thinking to give organizations a shared direction.
I worked with Unity's Grow leadership team to define our strategy and connect customer needs, business priorities, and the product roadmap into one story teams could act on.
I partnered with Unity's CEO and C-suite to write and design company-level strategy narratives, making a complicated portfolio and turnaround legible across the organization.
The narrative appeared across products, internal communications, and press. It also shaped Unity's 2025 company event, including parts of the keynote I helped write and design.