My practice is built on a conviction: that the tension between what's good for the customer and what's good for the business is usually a symptom of something else, whether that’s a misaligned incentive, a broken hand-off, or a service model that was never designed as a whole. When you map the system clearly enough, you almost always find that the most human solution and the most sustainable one are the same solution. That's what I work toward, both for the organizations I partner with and the design teams I help build.
A real world example…
It's 2020, and we're heading into the Pandemic. A global medical diagnostics company is recognizing that serving patients has too many physical interactions to be safe and too many digital gaps to adapt quickly.
Just prior, I had been leading the effort to redesign the end-to-end patient experience for LabCorp, one of the world's largest diagnostic networks. When COVID-19 arrived, that work became a lifeline. Because LabCorp had invested in patient-centered digital infrastructure before it was urgent, they were able to serve millions of patients—including for COVID testing—at a moment of life-or-death consequence.
That project is a good example of how I work: connecting patient research and operational reality to design services that are not just desirable, but resilient. I've done similar work at the systems level for a large health insurer, a credit union, the world’s largest satellite company, and others. The through line is the same. To eliminate the false tradeoff between good design and what’s good for business.