Building what comes next
I work at the intersection of product, experience, organizational design, and emerging technology.
Throughout my career, I’ve taken on the same kind of problem in different forms: a company reaches an inflection point where its ambition has outgrown the systems it uses to build. Products fragment. Complexity compounds. The organization gets slower just as the market demands that it move faster.
My work is to change that.
Today, I’m Executive Vice President and Chief Experience Officer at Salesforce, where I lead Experience Design and help shape how the company’s products, experiences, and ways of working evolve for the agentic era.
That means thinking beyond individual interfaces or products. How should people and agents work together? What should enterprise software become when intelligence is embedded throughout the system? How do hundreds of teams create one coherent experience? And how must the organization itself change when AI transforms not only what we build, but how we build it?
These are product questions, technology questions, organizational questions, and experience questions at the same time.
Before Salesforce, I served as Chief Design Officer at PayPal, leading design, research, and content across PayPal, Venmo, Braintree, and its merchant and developer ecosystems. Earlier in my career, I held design and product leadership roles at Expedia, Bank of America, Amazon, and Samsung.
Across those companies, I’ve built and transformed large organizations, created new product and experience strategies, redesigned operating models, and developed the systems that allow quality and coherence to scale across complex portfolios.
The common thread is leverage.
Great companies cannot depend on heroic individuals or a handful of exceptional teams. The bar has to be embedded in the system: in the architecture, standards, incentives, talent, decisions, and tools that shape what gets made.
That challenge is becoming more important as AI radically increases what organizations can produce. When creation becomes abundant, judgment, coherence, trust, and taste become more valuable, not less. The companies that lead this transition will redesign both their products and the systems behind them.
I write about these ideas in Defining Experience and teach senior executives through Design Leadership at Scale and The AI-Native Leader. I also advise founders and executive teams navigating significant product and organizational inflection points.
My work is ultimately about one question:
How do you build an organization capable of creating what the future requires?