I design complex products that people actually want to use.

Most product problems are not design problems. They are coordination problems. Teams that cannot agree on what they are building, or why, or for whom. I have come to believe that design's most important job, especially in complex products, is not to make things look right. It is to make alignment possible.

Over more than 15 years I have kept arriving at the same situation: a product with real potential, a team with real talent, and no shared framework for making design decisions at speed.

I work best embedded, close to the engineers writing the code, the PMs defining the roadmap, and the executives making the calls. The most valuable thing I can do is not to produce better designs. It is to create the conditions where the whole team can make better decisions.

Working on-site and remote with enterprise teams building products that require more than good screens.