About

I started as an economist. That wasn't a detour. It was the foundation.

Understanding how value is created, where risk lives, and how organizations make decisions shaped the way I approach design from day one. That's why I think first about trade-offs, uncertainty, and what's at stake for the business and for people, before I propose solutions. That lens doesn't replace the user—it gives context to every product decision.

In a project, I never start with screens. I start with the problem worth solving. I prefer to clarify what happens if we do nothing, what we can measure, and which hypotheses we should test before we invest time in prototypes. Once that framing holds, interface design becomes a tool to align the team and remove friction around what we already know matters—not window dressing for an idea that's still half-formed. From there, flows and UI make the strategy legible to everyone who has to ship it; the craft is in the clarity, not in novelty for its own sake.

Over the past decade, I've led product design across fintech, enterprise SaaS, travel, and entertainment, working with teams ranging from 3 to 50 designers, on platforms serving over 100 million users. I've run discovery for private banking tools at Santander, designed human-in-the-loop AI workflows for DORA compliance, rebuilt a theme park's entire digital revenue engine, and validated a voice assistant product before voice assistants were mainstream.

My edge is the combination: strategic framing, design execution, and the ability to translate between business leadership and product teams without losing either audience.

I've operated as a design lead, a design strategist, and occasionally as the person who tells a room full of stakeholders that they're solving the wrong problem. Usually they end up agreeing.