Leading AI-native solutions
at a global enterprise-scale.

The way an organization runs on paper (the org chart, the HR record, the LinkedIn profile) is almost never how the work actually happens — people build skills on projects nobody catalogs, work with collaborators who never appear in their formal team, and do their most valuable work in conversations that disappear the moment they end. Silhouette is built to close that gap: an AI-native platform that maps how organizations actually work, so the people inside them can find each other, prove what they've done, and build trust on real signal instead of self-claims.

I lead the work end to end: research and user testing, product strategy, experience architecture, design system, data model, and product definition that ties it all together. The defining decision was treating the specification system itself as a design problem, a single source of truth that every downstream consumer (design, engineering, AI tooling alike) reads from, so the system stays coherent surface to surface even as AI-assisted production accelerates. The hardest part of design leadership in an AI-native context isn't generating more; it's keeping what gets generated trustworthy.

IBM iX was created to give IBM Consulting a design and strategy capability that could compete on craft with traditional agencies while delivering at the scale of the firm's global enterprise engagements. From its inception, and over the next five years, I helped lead the practice from a handful of scattered design teams into more than forty studios worldwide.

What grew the practice was the work itself. Engagements at this scale ran for years, layered research, strategy, design, and engineering across global teams, and required senior presence on the ground. I led everything from pitch through research and strategy (including interviewing customers and executives, running workshops, and defining the deliverables that set the shape of the rest of the work), as well as early concept work. On the larger engagements I co-located with clients for stretches at a time, building design and delivery teams that were tightly integrated with tech and data science teams, all to drive engagement and business results.

Additionally, I led major engagements across sectors for clients including American Express, BMW, and the National Geospatial-Intelligence Agency.

For a guest, a place is one thing. Behind it, a connected place is dozens of systems (physical infrastructure, digital products, data, operations) built by dozens of teams over years. The work I led across IBM iX and Publicis Sapient was about making those systems cohere into something a guest could experience as one thing — and making sure that experience drove engagement and business results.

Universal Parks Orlando was the longest of these. Embedded on site with the client for extended stretches, I led research and design teams across the digital touchpoints that shaped the guest experience (mobile and wearable apps, touch kiosks and smart signage, concierge and guest service apps). I wrote the strategy that moved Universal beyond basic analytics into AI/ML integrations, including a recommendation engine that evolved from curated content into machine learning. Other major initiatives included Atlanta's Mercedes-Benz Stadium, Dubai Safari Park, Yas Island in the UAE, and exploratory work for NEOM in Saudi Arabia. Each engagement extended what the last one had learned. Across all of them — whether the project labeled itself smart city, placemaking, destination strategy, or venue operations — the emphasis was always the guest's experience, not the system around it.