The deeper I went
into design, the more
interested I became
in people.
I began my career focused on what people could see. Over time, I became more interested in what I couldn't.
Visual and web design taught me how to communicate, organize information, and make ideas tangible. But as digital products became more complex, the questions I was asking began to change.
Why do people make the decisions they do? What creates trust or friction? How do relationships, environments, and past experiences influence behavior? And when is an interface problem really evidence of something happening deeper within the system?
Those questions pulled me beyond the screen and toward research, psychology, ethnography, cognition, product strategy, and systems thinking. Design remained part of the work, but understanding people increasingly became the reason for it.
What actually shapes human decisions?
What creates trust, friction, or connection?
When is a product problem really a systems problem?
The work evolved
as the questions
got bigger.
Each stage of my career added another layer to how I understand problems. What began with communication gradually expanded into behavior, evidence, value, and the systems connecting them.
How should this
communicate?
Visual design taught me that hierarchy, composition, language, and clarity shape how people understand information.
How does this
actually work?
As design became interactive, I became more interested in what happened between the person and the interface: navigation, expectations, friction, and usability.
Why are people
behaving this way?
Research shifted my attention from assumptions to evidence. Psychology, ethnography, and human behavior gave me new ways to understand what people do—and the context surrounding their decisions.
What should we
actually build?
Understanding the user wasn't enough. Product thinking introduced value, feasibility, prioritization, business goals, and the decisions required to turn insight into something useful.
What else is shaping
the experience?
Today, I look beyond the product itself. People operate within relationships, organizations, technologies, incentives, cultures, and constraints. Understanding those connections often reveals where the real opportunity lives.
I still design. I just see the interface as one part of a much larger problem.
Different roles.
One expanding
perspective.
My experience crosses design, research, business, product development, and client strategy. Each role added another way of understanding the people and systems behind the work.
UX Strategist
Researcher
Product Development
Expanded my practice beyond experience design into product development—bringing together research, predictive technology, testing strategy, agile collaboration, investor communication, and business development.
UX Strategy
Consultant
Connected user research with digital experience strategy, accessibility, usability, and stakeholder alignment—translating what we learned into tools and experiences people could actually use.
UX Designer
& Researcher
Worked across SaaS and e-commerce experiences using research, service design, experimentation, and accessibility to connect user behavior with better product decisions.
UX Designer
Researcher
Business Strategist
Worked with startups and nonprofits to turn early ideas and user needs into research-informed digital products—strengthening my ability to move between discovery, strategy, prototyping, and validation.
Key Account &
Project Manager
Long before I called the work UX, I was learning how customer relationships, business goals, communication, and project execution influence the quality of an experience.
Looking for the traditional version?
View Résumé
Human-centered means
staying close to
humans.
Some of what I've learned about people, leadership, and systems didn't happen in a design studio.
Youth sports has kept me connected to something fundamental: experiences are ultimately lived by real people, inside real communities.
As a USATF-certified coach, I spent years building and running a youth track program. Coaching made leadership immediate. Every athlete was different. Motivation wasn't universal. Communication mattered. Trust had to be earned.
Today, I support the systems and program experience behind a multi-location youth basketball program. The work is different from product design, but many of the underlying challenges are familiar: families need clarity, programs need structure, people need support, and systems have to work in the real world.
Coaching taught me
to see the individual.
Structure matters, but people don't respond to it identically. Coaching strengthened my appreciation for observation, adaptability, communication, and meeting people where they are.
Community taught me
to see the system.
Supporting a growing, multi-location program means thinking beyond any single interaction. Registration, communication, scheduling, programming, families, coaches, and technology all contribute to one connected experience.
Behind every system is a person trying to understand, participate, belong, or move forward.
CONTINUE THE CONVERSATION
Have a complicated
problem?
I’m interested in thoughtful conversations about products, experiences, systems, and the people they’re ultimately meant to serve.