Turn recurring pain points into lasting improvements.

Arrived to a globally distributed organization across four teams and two continents with no alignment on intake system, no prioritization framework, no shared visibility across the org. Teams were self-managing and nobody had the full picture.

I built out my team and we built up the practice from the ground floor: intake, prioritization, governance, delivery standards, cross-functional coordination models, and reporting cadences. Then I built the tooling to make it sustainable, including four production LLM-based systems to replace manual reporting cycles, to model organizational knowledge transfer during a complex team pivot, to surface patterns in distributed team communications, and to manage AI-assisted content workflows across geographies.

These weren't experiments. They were production-ready, built to change how the organization operated.

Walked into an engineering-led organization across three continents where design culture had to be established rather than inherited. Built the SHUI design system from scratch as part of SHUI core team, established shared research methodology standards, and ran compliance-grade usability testing programs in four countries, supporting FDA and international regulatory submissions.

Built and ran the Molecular Imaging Internship Program, because sustainable design practice means growing the next layer of practitioners, not just doing the work yourself.

The listening tour approach I use in diagnostics today was already running here: understanding what engineers and clinicians actually needed, tracing the friction backward to its sources, and recommending changes that the org could own after I left.

Two distinct roles, one consistent pattern. In Ad Operations, I inherited a team and a set of processes that had been outpaced by growth. I ran a listening tour across ad ops and ad sales to surface what was breaking and why, then traced the causes backward through workflow, tooling, and coordination gaps. The fixes were concrete: internal tools that cut manual error and automated the repetitive work, cross-departmental standards that tied ad technology to SNI policy and process, and training modules and partner-onboarding infrastructure that let new hires and new site partners come up to speed without dragging on the team.

As Front End Engineering Manager, I led development and production teams across the Food and Shelter category (FoodNetwork.com, HGTV.com, DIYNetwork.com, Food.com, and others), driving year-over-year gains in engagement and revenue. I pioneered agile workflows that raised quality, reduced rework, and gave stakeholders far better transparency; reshaped intake, career development, and soft-skills coaching to lift retention and morale; and represented front-end development in a company-wide effort to standardize engineering practice across teams that had each grown their own way.

The instinct that drives the diagnostic work was already fully formed here: listen, trace, surface, fix.

HR tech, which means the product was the organizational intelligence layer. Design decisions led to reduced support costs, increased sales conversions, and significant contract renewals. The specificity of those numbers reflects a discipline I bring to every engagement: if you can't measure it, you're guessing.

Production and web design work for Dr. Donald J. Wheeler's companies: SPC Press & Statistical Process Controls, Inc. Included production of the extensive "Understanding Statistical Process Control" seminar series (YouTube) and spcpress.com.

Statistical process control is, at its core, a methodology for distinguishing signal from noise in complex systems. Spending time in that world sharpened something I was already doing instinctively.