The hard part isn’t the screen. It’s deciding what we’re building.
How I work
MethodA brief almost never contains a problem. It contains a subject, a deadline, and somebody’s hope. The work is turning that into something a company can decide about — and then designing against the decision.
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01
Go find the evidence
Nobody hands it to you. I go to analytics and session data, trace real journeys on real accounts, and keep asking until the question is specific enough to answer.
Came back with 2.2 devices per multi-line upgrade and 94% same manufacturer — the two numbers the whole solution rests on. · Multi-line upgrade
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02
Size it honestly
Use case by use case: what breaks, which systems it touches, and which parts are not mine to solve. Saying what is out of scope is what makes an estimate believable.
Five areas assessed, three affected. Marketing and order management ruled out and said so. · Multi-line upgrade
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03
Design against one model
One idea, held consistently, so that surfaces owned by different teams end up agreeing without anyone being ordered to.
Four designers across cart and account management, none of whom reported to me. Persuasion, not assignment. · Multi-line upgrade
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04
Test what you are least sure of
The load-bearing assumption first, not the safe one. A study is only worth running if a bad number changes something.
The pre-configured line tested 83–88% useful — but only 62% found the way out, so we changed it before it shipped. · Multi-line upgrade
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05
Say what actually happened
What shipped, what did not, and what the numbers did. Including the projects where funding ran out before the work could land.
Built, tested, deployed dark, switched off. The scoping that ended the first attempt is what made the second fundable. · Offer clarity
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AI as a working method
Parallel prototypes so research can test real alternatives rather than descriptions. Agents to pressure-test flows screen by screen.
This site was designed by me and built with Claude Code.
Selected work
Four of nine
About
Dallas, TXThirteen years designing e-commerce and content products, most of it in telecom, where the pricing is complicated, the systems are old, and the customer just wants to know what a phone costs.
I am the person teams call at the front of a launch, before there is anything to critique. I mentor designers, argue for research when the schedule does not want it, and care more about the pattern that outlives the project than the screen that ships this quarter.
I coach the Innovation Project for a FIRST LEGO League team — nine students, this season researching how urban heat affects native trees and local biodiversity in Dallas. It is the same work in miniature: narrow a broad theme into a problem you can actually test, go to primary sources instead of secondary reading, and get every member ready to defend it live to judges.
Also: an early-stage venture where I lead product and brand, a learning project I am building for my kids, and long hikes with no phone signal.