Across product and design leadership, one pattern has stayed constant: the hardest part of the work is never the design itself. It's building the conditions for design to deliver value.

I've spent my career at the front of transformation. From UI systems before UX was part of the vocabulary in games, to building Experience Design as an established discipline at EA, to leading through the shift from a paid box product to a free to play live service social sandbox, and now into AI-augmented design. Each of these inflection points required the same thing: clarity of direction when the ground is moving, and the organizational influence to bring people along without losing what makes the work good.

At Full Circle I drove initiatives to identify how AI could synthesize large data sets to inform design strategy, leveraged it to conceptualize new models of interaction, and fostered AI literacy on my team, always ensuring designers led and outputs met the bar for accuracy, quality, and player value. I see AI as the current inflection point for design leadership, and I'm already navigating it the same way I've navigated every transformation before it: with curiosity, rigor, a collaborative spirit, and a clear point of view on what's worth pursuing.

I'm drawn to organizations where design leadership elevates product direction and drives real impact, especially where experience is the product: consumer technology, creative tools, learning, and play. That includes both scaled product organizations and smaller teams where design has meaningful influence and ambition to match.

If that sounds like what your team is building, let's connect.