Designing and building solutions for domain experts.

You have likely experienced this: a brief, a kickoff workshop, goals and maybe success criteria on the wall. Everyone looks aligned. Later, every decision reopens the debate, because something was missing, ill defined, or agreed in name only. Delivery gets the blame; framing was the cause.

I treat framing as a product of its own. The kickoff is done properly, but it yields a first version: as gaps surface and learning changes what matters, I revisit it with stakeholders and reframe. The effort scales with the stakes.

The work is to gather enough data for the people involved to act on evidence. So I dig for it on every side of the project: stakeholders, business, operations, tech, and target users, who hold most of the keys to adoption. I pick and adapt the right research methods to collect and analyse it.

You will rediscover things you already knew, now backed with evidence, and learn things that contradict what you thought you knew. It may be uncomfortable. But the seeds of impact lie here, and they tend to change the plan.

What comes out of framing and research tells me which ideas, mine or anyone else's, are worth designing and building.

Then fifteen years of practice go into designing the thing itself, an application, a process, a way of operating, easy and satisfying to use.

AI lets me build prototypes fast, with real content, to challenge and refine the design.

Several jobs, tightly intertwined: I cover them as a generalist, on my own or with senior UI designers and engineers, so that everything holds up, from the visual design to the production code.

Asking people what they think of a design may provide useful input, but not proof that it meets the success criteria you (hopefully) defined. I have seen the illusion of validation it creates walk many teams confidently into adoption problems.

I aim for reliable and relevant feedback: the right people, early, what they do more than what they say, through qualitative tests and quantitative analytics. Some is fast, some take more effort.

With AI, rework may have become cheaper; I don't think a launch nobody adopts did. If the criteria are not met, we iterate.

Good design and solid engineering are not enough for a product or service to succeed. I learned it in 2011: I micro-managed a company website redesign to land on time, left colleagues out, and once I was gone they replaced it.

Adoption lives in the seams: between strategy and everyday work, between those who own a product and those who live with it, between the screen and the service around it. So I facilitate across those seams, and help shape the processes and practices that hold them together.