By solving ambiguous and complex challenges for a roster of more than fifty clients during my career, I bring an enormous toolset, skillset, and information set to the table.

While I’m fully prepared and excited to go “in house” for a single company, I pursued innovation consulting for such a large part of my career because the more exposure I had to a wide variety of problems to solve, the more insights, teams, tools, ways of working, and design lenses I developed.

*Full portfolio available on request.

The types of ambiguous challenges I’ve led are numerous, but include:

• Cognitive Scale — AI platforms for fintech and healthcare

• Blaize — Research implications for an AI development environment

• Various clients — Advancing customer experience using Generative AI

• The New York Times (2) — the future of the printed paper, and the future of personalization

• Sam’s Club (5) — the front end reimagined, reducing shrink at Exit, and a vision for associate tools, among others

• United Rentals (2) — a five-year future strategy across equipment, people, and jobsites

• Thermo Fisher (2) — the future of DNA sequencing in genomics, focusing on the physical and digital interaction of the bench, but also including competitive differentiation

• Southwest Airlines (2) — future of Inflight across people, technology, and environments, and plane turn innovation through passenger movement

• Cancer Treatment Centers of America — the future of cancer care, including a competitively differentiated strategy

• Restore — service design strategy across physical and digital

• Sano — a healthcare wearable acquired by One Drop, from box to body

• Best Buy — a future strategy to sell electric vehicles, across physical and digital