Strategy is made of choices. Reality tests them.
Strategy becomes real when people have to make decisions with it.
That is when constraints appear, evidence accumulates and trade-offs can no longer remain abstract. The work is not to protect the plan. It is to know whether the reasoning behind the choice still holds.
Strategy has to survive delivery.
I have spent nearly three decades working across technology, product, design, delivery and strategy.
I have built digital products, shaped enterprise platforms, led global design and service-design teams and served as Director of Product Design at Cornerstone OnDemand. Through Kina'ole and Follow the UX Leader, I also helped organizations examine difficult choices through design thinking, systems thinking and strategy.
The settings changed, but the responsibility did not. Direction had to remain useful once people began working with it, constraints became visible and earlier assumptions stopped holding.
Today, I am interested in senior leadership work that keeps strategy, product and delivery connected.
Ideas I'm still working through
Writing gives me a way to test what I think I know.
Featured inquiry
Judgment Is a Work in Progress
Confidence helps leaders make choices. It can also make those choices harder to reconsider. What conditions allow contradictory evidence to reach a decision and still carry weight?
What I am building now
Ascend
I am building and testing Ascend, a leadership product exploring how leaders can remain connected to what an organization is learning as work unfolds.
Some conversations are worth beginning before the answer is known.
I am open to senior leadership opportunities, selective advisory work and speaking where the question carries real consequence.