I help product teams make better decisions when systems, scale, or ambiguity start getting in the way.

Sometimes that involves design systems. More often, it involves clarity.

A lot of teams mistake maintaining systems for making progress. I've spent 25 years working on products where complexity is the real problem.

Not pixels. Not components. Not tooling.

Systems are useful only insofar as they help teams think, decide, and move faster. When they stop doing that, they become bureaucracy.

What I actually help with

• Untangling user journeys and product logic that have grown past their original structure

• Building or resetting design systems that accelerate delivery rather than slow it

• Making trade-offs explicit across product, design, and engineering

• Educing UX debt without losing momentum

• Helping teams agree on what not to build

This tends to be useful if:

• Your product has outgrown its original design

• Teams are shipping fast but alignment is quietly slipping

• Design decisions feel fragile or inconsistently made

• Engineers are capable, but working within unclear constraints

If things feel busy but not simpler, that's usually the signal.

How I work

Depending on what you need:

• Short diagnostic work to surface where the real friction is

• Embedded design leadership to improve how decisions get made

• Focused interventions to restore clarity where it's been lost

The aim is always the same: fewer assumptions, better trade-offs, less wasted effort.

If you're dealing with complexity rather than cosmetics, let's talk.