How I work

A master of one is useless on a project that needs four.

I've gone deep in several places — design, facilitation, systems, enterprise, teaching — and I don't bring all of it to every project. Most mandates need three or four of those, not twenty. Each one has been the core of real work at some point, not a line added to look complete. The trick isn't knowing which ones I have. It's knowing which ones to leave in the bag. (The bag is getting heavy.)

"A jack of all trades is a master of none, but oftentimes better than a master of one."

Design

Solve the right problem, then build it properly

Good design isn't decoration. I start from what people need and what the business has to achieve, then shape a product that holds up in the real world.

Product design

End-to-end design from concept to launch.

User research

Evidence-based decisions from real user insights.

UX/UI

Clear, scalable interface design.

Audit

Identify and permanently fix root causes.

Sépaq Mont-Tremblant park page, shown on a tablet

Strategy

Design the organization, not just the product

When a product struggles, the cause is often upstream: an unclear mission, a portfolio nobody agrees on, an organization built for a different era. I work at that level too.

Enterprise Design

Align strategy, structure, and identity.

Strategic foresight

Anticipate future trends; don't react.

Business architecture

Align product portfolios with core mission.

Transformation

Drive change without operational disruption.

Strategy workshop — presenting to a seated group

Strategy workshop — team discussion around a business analysis table

Workshops

Align teams quickly and effectively

A workshop is a brief, intense moment to make progress. I frame the problem, surface the best ideas, and close with something concrete rather than a list of intentions.

Business Sprint

Turn strategic ideas into actionable plans.

Sprint Zero

2-day alignment and project launch prep.

Design Sprint

5-day prototyping and user testing cycle.

Identity Sprint

Clarify vision and align team direction.

Workshop discussion around sticky notes on a wall

Workshop timers used for timeboxed exercises

System

See the whole before touching the parts

Most problems don't live inside a screen. They live in the system around it — processes, teams, tools, and the handoffs between them. I map that system so the solution fits reality.