I believe that I can change the world — through you. With my Bodine&Co. network of likeminded consultants and coaches, I serve two types of established and aspiring leaders:- Those who want to make their organizations more successful through the creation of *more human* customer and employee experiences.- Those who want to leave a positive and lasting mark on their communities, their organizations, and the greater world through an exploration of self.

I'm a co-instigator in this year-long project that invites participants to create new possibilities for the governance of artificial intelligence and other pervasive technologies.

I'm a loose string in this distributed community of curious, collaborative, creative people who want to reveal, rewrite, and revolutionize the way humankind experiences the world with purpose and meaning.

Rejoining Forrester marked a major shift in my career: From helping organizations make technology easier to use — to helping those organizations be easier to do business with overall.I led Forrester’s research on customer experience design / service design and provided strategic guidance to Fortune 500 companies looking to improve their business results through customer experience. I developed a framework called the customer experience ecosystem, which helps companies diagnose and fix customer problems at their roots. I’m really proud of this framework and the impact it’s had on the CX industry.And I had the amazing opportunity to write "Outside In" with my dream team: co-author Harley Manning and editor Josh Bernoff.You can still access/purchase my Forrester research reports and blog posts here: https://bit.ly/3TD0b5k

I managed (and, I hope, inspired) this traditional advertising agency's digital experience design and consumer research teams, overseeing the development of everything from microsites and branded communities to mobile apps and banner ads. I'm going to be brutally honest: I was making way more money than I ever had at any point in my career, had a window office overlooking the Boston harbor, and was by far the most miserable I'd ever been. This was for several reasons:1) The agency had brought me in to introduce new ways of thinking and working (i.e., human-centered design) but wasn't actually prepared to make the necessary cultural changes at that time.2) Because I had spent four years as a Forrester analyst, everyone (including me) figured that I knew what the heck I was doing. Turns out I didn't. At all. And I failed to ask for help.3) My main client was Dunkin' Donuts, and I felt like shit shilling unhealthy food for a giant corporation every day. I remember having lunch with my friend Juhan Sonin and saying something like, "Well, in my real life I wouldn't..." He gave me a dead stare and very kindly said, "Honey, this *is* your real life." I lasted a year and a day.On the upside, I learned a ton about what works (and what definitely does not) when it comes to cultural change. And I met one of my absolute BFFs.

During my first tour at Forrester, I focused on digital user experience — websites, kiosks, and interactive voice response systems. I helped clients understand and adopt techniques like persona development, usability testing, and heuristic evaluation. I got them to think about what digital content and functionality was right for them, rather than simply copying what they saw other companies doing. I also helped marketers find and hire the right partners, and I advised large digital agencies and holding companies on acquisition targets.This is by far the toughest job I've ever had, and it took me an entire year to feel fully onboarded. And yup, it was totally worth it. I developed so many skills in the areas of thinking, speaking, writing, and coaching that become more and more valuable the further I advance in my life and career.Gratitude to Bruce Temkin for believing in me, Nate Root for pushing me out of the nest, and Harley Manning for helping me shape my voice.

This was my dream job at the time: helping to develop a new wearable body monitor and a mobile interface to go with it. I conducted ethnographic research with athletes and medical patients who wore body monitors to inform my design work.

My work designing and developing a wearable electronic technical manual for the Office of Naval Research (and my interactions with socially awkward cyborgs wearing heads-up displays) lead me to create a blog about wearable computing, design, fashion, and culture. It's long defunct, but you can still find my old posts at styleborg.com.

My time managing a group of web developers and designers at this B2B dot com made me realize that I wanted to devote my career to customer experience. And people development. Probably not in that order.I remember going to a lavish company holiday party, complete with stilt walkers, at the posh Palace Hotel in San Francisco. A few months later, the tech market crashed. I got laid off and soon the company imploded, both casualties of the first dot com boom and bust.Looking for a new job at that time was a nightmare because of the glut of people in the Bay Area who looked identical to me professionally and the minuscule number of available jobs for us. Eventually, I made it down to the final four candidates for an an information architect position that more than 600 people had applied for. I didn't get it. And it was at that moment that I decided that I never wanted to be in that type of competition for a job ever again. It was time for me to go to grad school.

My time at PwC built the solid foundation of skills upon which the rest of my career sits — and I know that it was instrumental in me landing my Forrester gig years later. But that late 1990’s traditional management consulting approach — and the grueling travel requirements that went with it — weren’t my jam.I did learn more than I care to admit about mainframes and the TCP/IP protocol. Subnet masking, anyone?

My internship mentor Doug handed me the Perl camel book and HTML for Dummies, and then told me to go make something. I created a functional prototype of what was probably the world's first social shopping web application. The app required users to have an Internet connection AND a separate phone line to discuss the items they were browsing, which was a crazy proposition at the time.Fun fact: I worked in the Brutalist concrete building that's featured in Severance. Btw, if anyone can help me remember Doug's last name and reconnect with him, I'd be most grateful. He was part of the "Bass Brothers" with a coworker who created an Alice in Wonderland multimedia CD, and he told me that he played in Bruce Springsteen's E Street Band. I could absolutely be mistaken about that last part.