Create clarity behind the work.

Some of the most important work on a project never appears in the final interface.

I manage the people, priorities, requirements, dependencies, decisions, and moving pieces that turn complex initiatives into outcomes. My approach to project and program management is rooted in the same systems thinking I bring to UX: understand how the pieces relate, identify where ambiguity or friction exists, and create enough structure for people to move forward.

That might mean defining scope, coordinating stakeholders, translating between technical and nontechnical teams, managing dependencies, establishing workflows, identifying risks, or keeping decisions and deliverables moving across an initiative.

I don't see project management as separate from the work. Good delivery requires understanding the problem deeply enough to know what needs to happen, who needs to be involved, and where complexity needs to be resolved.

How I Work

Align

Create shared understanding around goals, scope, requirements, roles, and what success looks like.

Organize

Turn complex initiatives into manageable work by establishing priorities, milestones, dependencies, workflows, and ownership.

Coordinate

Keep stakeholders and cross-functional teams connected, surface blockers early, and make sure decisions reach the people who need them.

Deliver

Maintain momentum through changing requirements and constraints while keeping the work connected to its intended outcome.