I design the software people use at work: the forms, dashboards and flows that decide whether their day goes well.
I've been doing this for 15 years. Right now I lead UX on Amazon's People Experience Foundation team in Seattle, working on the HR systems behind employee documents and the resignation flow in the A to Z app.
Most of my work is unglamorous on purpose. At Amazon that has meant a document platform with 4.8 billion records in 67 countries, where each country has its own legal rules. Before that, at Discovery Education, it meant a collaboration tool that had to work on whatever device a student happened to have in front of them. In both places the hard part was the same: getting a lot of people with different constraints to agree on what to build.
I also mentor. I work with early-career designers at Designlab and the School of Visual Concepts in Seattle. Teaching keeps me honest. If I can't explain a design decision to someone new to the field, I probably don't understand it as well as I think.
Background
Lead Product Designer
Amazon · People Experience Foundation
Leading UX strategy and execution across enterprise HR products, including the Employee Document Management platform managing 4.8 billion documents across 67 countries. Delivered $10M+ in annual savings, accessibility compliance, and a global product rollout spanning multiple legal jurisdictions.
Lead Product Designer
Discovery Education
Led design across the Discovery Education platform: Studio (real-time classroom collaboration), Media (iterative video player redesign), and Home (platform homepage redesign). Products served K–12 teachers and students across the country.
Mentor
Designlab + School of Visual Concepts, Seattle
Long-term mentoring commitment with early-career designers. Focus areas include portfolio development, systems thinking, and navigating the transition from individual contributor to design leader.
How I work
Lead from the front
I don't wait to be handed a brief. I go find the right problem, build shared understanding across teams, and advocate for users in rooms where design doesn't always have a seat. The best outcomes I've been part of came from getting upstream, not from executing downstream.
Accessibility is not a checkbox
On the EDM project I discovered that users with disabilities had been bypassing the entire product because it wasn't screen-readable. They'd adapted by memorizing menu positions. That experience shaped how I approach every project since: inclusive design has to start on day one, because retrofitting it later rarely happens.
Research is a team sport
I've run workshops with HR administrators in Germany, visited Amazon facility employees to understand their actual workflows, and sat with users to watch them navigate products I designed. The insights that change a product rarely come from the research report. They come from being in the room.
Complexity is the starting point
Enterprise design is hard because the problems are hard: legal constraints, country-specific requirements, competing stakeholders, legacy systems. I like that. Most of the interesting design decisions I've made came straight out of a constraint someone told me I couldn't get around.
Currently
Based in Seattle. Working on enterprise HR products at Amazon. Actively exploring Principal-level design leadership roles at companies building at scale.
When I'm not designing: mentoring, laser cutting things in my garage, and tinkering with home automation setups that are almost always more complicated than they need to be.