Most companies hit the same ceiling. They have product vision. They've hired well. They understand their customers. But as they scale, quality fragments, speed collapses under coordination costs, and coherence breaks under complexity. The operating model becomes the constraint.
That's the problem I solve — at the intersection of product, strategy, and emerging technology.
I rebuild how organizations operate so great products aren't the exception, they're the system. Not by adding process or governance, but by redesigning the infrastructure itself: the decisions that are non-negotiable across a portfolio, the standards that enforce quality at scale, the experience architectures that turn coherence into advantage, and the AI-native workflows that compress cycles without breaking what matters.
This isn't design as a function. It's design as strategy and operating system, the logic that determines how teams align, how decisions compound, and whether a company builds leverage or simply accumulates complexity.
Pattern recognition matters here. I've done this five times across companies you know — PayPal, Expedia, Bank of America, Amazon, Samsung. Different industries, different business models, same inflection point: ambition outgrows the operating model, and the traditional playbook no longer works. Platform scale, AI-native workflows, fragmented ownership — these realities demand a different approach.
As Chief Design Officer at PayPal, I operate at the center of product strategy for one of the world's largest fintech platforms—350 million active accounts, multi-brand portfolio spanning Venmo, PayPal, Braintree, and our merchant and developer ecosystems, operating across consumer, commercial, and enterprise surfaces globally.
The work is transformational: architecting PayPal's evolution from payments company to commerce platform. Evolving Venmo from peer-to-peer payments into a social commerce platform that redefines how a generation thinks about money. Reinventing the core consumer experience to compete in an AI-native world where personalization and intelligence are table stakes. Driving platform thinking across a two-sided network that creates value for both merchants and consumers. Leading 400+ designers, researchers, and content strategists with operating models that deliver startup speed without sacrificing quality, coherence, or trust at global scale.
I sit in the room where strategic bets meet business model, where technical architecture meets customer experience, where we decide what PayPal stands for in the market, and then I build the operating model that makes those decisions enforceable.
What I actually do: I make the decisions that define product quality across a portfolio. I architect the systems that make those decisions stick as the company scales. I build the culture where leverage replaces heroics, where the operating model itself enforces the bar, even when resources are tight and tradeoffs are real.
Right now, I'm focused on what happens when intelligence becomes a design material — not a feature layer, but foundational infrastructure that reshapes how work gets done, how decisions compound, and how quality scales. Most organizations are building AI-native products with industrial-era operating models. The ones that separate will redesign from the ground up.
I also advise founders and executive teams at similar moments of inflection and write on experience systems, leadership, and the future of how companies build.