Services
Engagement models
Each engagement is scoped to a specific structural problem. I work at the level where design, delivery, and operations intersect — not at the surface.
Fractional Chief Design Officer
For organizations that need executive design leadership without committing to a permanent hire — during growth, restructuring, or transformation.
Problem
The design function has no strategic direction, no operating model, no governance, and no seat at the leadership table. Output is inconsistent, the team is reactive, and design cannot demonstrate business value.
Typical scope
- Diagnose design function maturity, team structure, and operational gaps
- Define or restructure roles, reporting lines, and ownership boundaries
- Establish quality governance — review cadence, sign-off criteria, and standards
- Align design priorities with business strategy and product roadmap
- Mentor design leads into people who can run the function
- Build the operating model that makes the design function self-sufficient
Outcome
A design function with a clear operating model, defined ownership, and a strategic mandate — built to run without me.
AI Transformation Consulting
For organizations ready to move from AI experimentation to operational integration — not just adopting tools, but changing how work is structured.
Problem
AI tools have been introduced but workflows remain unchanged. There is tool sprawl, no measurable efficiency gain, and no structured plan for which workflows to redesign or how roles should evolve.
Typical scope
- Map current workflows end-to-end and identify high-value AI intervention points
- Redesign workflows for AI-first execution — not bolt-on automation
- Redefine roles, handoffs, and decision structures for human-AI collaboration
- Identify agentic and automation opportunities worth building
- Build phased adoption roadmaps tied to operational outcomes, not vendor timelines
Outcome
Fewer steps, faster cycles, and measurable throughput gains — because the workflow changed, not just the tooling.
Design & Delivery Operations Advisory
For companies where delivery across design, product, and engineering is slow, unpredictable, or politically stalled — and the root cause is structural, not talent.
Problem
Functions operate with different planning cycles, different definitions of done, and no shared process for resolving cross-functional tension. Handoffs fail. Ownership is ambiguous. Rework is the norm.
Typical scope
- Audit end-to-end delivery across design, product, and engineering
- Map ownership gaps, friction points, and handoff failures
- Restructure responsibilities and cross-functional collaboration models
- Design workflows, governance, and escalation structures that hold under pressure
- Improve continuity from presales through execution to prevent scope loss
Outcome
Less rework, shorter cycles, and an end to the question "who owns this?" at every handoff.
Executive Workshops & Strategic Sessions
For leadership teams stuck in circular discussions, facing a decision they keep deferring, or needing to align before committing budget or headcount.
Formats
- AI opportunity discovery and prioritization sessions
- Executive alignment and decision-making workshops
- Service design and experience mapping sessions
- Operational improvement and friction-mapping workshops
- Innovation and strategic ideation facilitation
Outcome
A room that walked in misaligned walks out with a decision, a priority order, and a next step — not another follow-up meeting.
Not sure which engagement fits?
Most engagements start with a diagnostic conversation. I will identify the right scope.
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