I simplify complex digital products, information, and systems.
I partner with executive, product, engineering, and design leaders to transform complexity into clear, intuitive experiences through research, information architecture, product strategy, and organizational leadership.
Complexity Doesn't Care About Industry.
Whether it's healthcare, finance, tax, hospitality, or enterprise software, the underlying challenge is remarkably consistent: people need to understand complex information well enough to make confident decisions.
My work begins by understanding the people, the organization, and the constraints. The solution is rarely just a better interface. It's usually a better way of organizing information, aligning teams, and reducing friction.
The industries changed. The work didn't.
Selected work.
The ideas above weren't developed in isolation. They were shaped by solving complex problems across healthcare, finance, hospitality, retail, and other industries—where understanding systems mattered more than understanding any one industry.
Here's what that looks like in practice.
01
Atlantic Health System
Helping people navigate one of the nation's largest healthcare systems.
The challenge:
Patients weren't struggling to use the website. They were struggling to understand a healthcare system that had grown faster than its information architecture.
The insight:
Finding care isn't primarily an information problem. It's an information architecture problem.
The approach:
Rather than redesign search results, I helped redefine how healthcare information was organized, categorized, and surfaced—creating a guided search experience that matched how people actually think when they're trying to find care.
The outcome:
The result wasn't simply a better search experience. It established a scalable information architecture capable of supporting future growth, AI-assisted search, and more intuitive patient journeys.
02
Cherokee Casinos
Creating one experience across multiple destinations.
The challenge:
Each property had evolved independently. Guests had to relearn the experience every time they visited a different casino.
The insight:
The challenge wasn't helping guests navigate individual properties. It was creating one system that could flex across many.
The approach:
I developed an information architecture that balanced local identity with organizational consistency—allowing each destination to feel unique while remaining unmistakably part of Cherokee Casinos.
The outcome:
The work created a more flexible foundation for expansion while making it easier for guests to discover, compare, and move between properties.
03
MetLife
The challenge:
As MetLife expanded through acquisitions and legacy systems, members experienced inconsistent navigation, disconnected products, slow performance, and fragmented experiences.
The insight:
The visible interface wasn't the problem.
The underlying ecosystem was.
The approach:
Rather than solving isolated UX issues, I focused on the systems creating them. I designed patterns that allowed marketing and servicing platforms to work together, created navigation that unified acquired products, and introduced content strategies that improved both performance and findability.
The outcome:
The work wasn't about redesigning pages. It was designing systems and patterns that could evolve alongside the business—reducing friction for members while supporting future acquisitions, technical constraints, and organizational change.
04
H&R Block
Transforming how one of the world's largest tax platforms was designed and built.
The challenge:
The product reflected organizational silos more than customer needs. Teams worked independently, research was rarely used, design systems didn't exist, and every release became harder to maintain.
The insight:
The interface reflected the organization behind it.Improving the experience meant improving the way the organization designed products.
The approach:
I rebuilt the design organization around research, collaboration, content strategy, shared standards, and scalable systems. We modernized tools, established evidence-based decision making, unified four design organizations, and partnered with engineering to establish the foundation for an enterprise design system.
The outcome:
The transformation extended far beyond the product itself. It changed how teams collaborated, how decisions were made, and how design scaled across one of the world's largest consumer software platforms—creating a framework that continued to improve customer experiences long after individual projects shipped.
The closing:
Design leadership isn't about producing better screens.
It's about understanding people, organizations, and the systems that connect them—then creating the conditions for better decisions, better products, and better experiences to emerge.
LET’S TALK
The problems I enjoy most are the ones that don’t have obvious answers.
If you’re working on something complex—and want to make it simpler for the people using it—I’d enjoy the conversation.