Armed with experience and connections across a wide product creative spectrum, I finally hung out my own shingle in spring 2019. My deep & practical big design agency experience combined with a potpourri of in-house, start-up and small agency learnings, gives me a deep well of knowledge that can help teams and companies better optimize their project, product, design function/DesignOps, and overall creative business.

Contract

Contract - As part of my new company's mission to give makers the room to make (while I manage), I provide COO/general management to Airline.Design in a part-time capacity. My focus spans financial health, company operations and client development, and I work fluidly and efficiently with our teams in Tokyo and India.

Seeking to understand how big Design could work in big Consulting, I joined Fjord, part of Accenture Interactive. My responsibilities focused on being the connective tissue with our client partners at Accenture, crafting the right product design approach to critical Accenture Interactive client business problems, while also leading a full GTM team.

After some independent work in the Austin market, I joined a small but vibrant experience design agency - Big Tomorrow - in Austin and San Francisco that specialized in orchestrating physical and digital products, services, and systems into distinctive, enriching experiences that improve how people live, work and learn.Our founding team members (as well as myself) worked extensively with Disney Parks to reimagine and transform the Walt Disney World guest experience. The resulting MyMagic + system elegantly interweaves wearable technologies with Disney’s renowned service and storytelling and is the benchmark for connected experiences regardless of industry. My role focused on the overall business operations of the company as well as co-creating a Product Management team that combined the skills of project and account management with the business lens provided by more traditional Product Management methodology.

Seeking experience outside of the agency world, I joined the EdTech space where I was responsible for the overall strategy of the mobile portfolio of Blackboard's products and management of a team of mobile Product Managers. And, looking back, this was practically-speaking a DesignOps role as well, as a key element of my role was working to connect the Design team with the Business.

After leading the pop-up studio in Sydney, I returned as GM to the frog Austin studio where my goal was to align the talent and passion of the people to dollars and client needs (P&L responsibility), in an atmosphere of growth and fun (people responsibility too!) This meant a continuation of leadership in revenue & resource management, business development strategy and team & culture building for frog's largest global studio.

• Served as the client partner and studio general manager for a frog satellite studio in Sydney, Australia, for a major client, for 14 months with annual revenue over $7m.

• Directed the TX studio operationally for over 1 year, managing the day-to-day resource and revenue management for 150-person staff, while also coordinating, and often co-leading, the business development responses for the studio.

Led three of frog’s top revenue clients over an 8-year period. Results included: A. Increased margin by 10% within 6 months on 1 specific account; B. Creation of a PMO approach (tools, templates, processes) to consistently managing projects/programs in a large, multi-office, multi-discipline account. C. Working with a newly created Major Accounts Director/Sales role, uncovered and created new business proposals on a weekly basis. D. Creation of multiple Program and Account Management tools including a new burn rate process/sheet and revenue recognition template to better forecast budget overages and office revenue for all projects across the organizationGrew the TX PM group from 2 to 20