I see the system before it exists.
I’ve built my career around one question:
“What does the business need to be able to do next?”
My Story
I didn’t set out to become a transformation leader.
I kept following the problem.
A website problem became a distribution problem. A customer experience problem became a workflow problem. A slow process became a question about rules, decisions, ownership, and technology.
I began my career in marketing and design, but I was always more interested in the system behind the experience than the surface of it.
Over 23 years with a specialty insurer, my work expanded from marketing into UX, digital product, business systems, and enterprise transformation. I worked across underwriting, claims, actuarial, compliance, technology, service, and distribution, eventually leading a cross-functional team and presenting strategy and investment recommendations to executive leadership and the board.
What changed over time was the scale of the problems I was asked to solve.
I moved from designing communications to designing platforms. From improving individual experiences to redesigning workflows. From digitizing processes to translating expert judgment into repeatable systems.
Today, that same discipline shapes my work with AI.
Generative AI gives organizations new ways to research, analyze, prioritize, and scale expertise. But I still start in the same place I always have: with the business problem, the people doing the work, and the capability the organization needs to build.
For me, transformation has never been about introducing more technology.
It is about changing what the business is capable of.
