About

The most consequential product decisions are often made before there's anything on the screen. My work starts with how people actually operate. What they're trying to accomplish, where the process breaks down, and which parts of the job are still being carried by spreadsheets, workarounds, and manual effort. Sometimes the answer is to improve an existing product. Sometimes it's to build one where none exists.

I've applied that across complex B2B and healthcare products for The Chefs' Warehouse, AstraZeneca, and Johnson & Johnson. These are environments where workflows carry years of accumulated complexity, requirements arrive incomplete, and a small decision can reshape how someone does their job.

At The Chefs' Warehouse, I built the company's design system from the ground up after finding a product shaped by years of disconnected decisions. The goal wasn't a more consistent interface. It was a clearer logic for how the product should behave, so the same problems stopped getting solved over and over. Product managers, data engineers, and other feature owners now ship production interfaces on that system, and work that once took weeks can move from concept to implementation in hours.

Before product design, I worked in food marketing and business development and trained in baking and pastry arts at the Culinary Institute of America. That background taught me to get fluent in unfamiliar domains quickly, listen closely to the people who understand the work best, and look past the first request to the need beneath it.

My case studies focus on the research that changed the question, the constraints that shaped the response, and the judgment behind what was built. The interface is where those decisions become visible.