The human side of transformation

I began in marketing and communications leadership, where the work was persuasion: finding the sentence that made a complicated proposition feel obvious. That discipline never left me — but it kept running into a limit. A message can move belief. It cannot, on its own, move behavior.

So I moved closer to the work itself, into enterprise UX and digital transformation. There I learned what actually decides whether a program succeeds: not the platform, not the roadmap, but the texture of the experience the organization is asked to live through. Friction in a workflow is a strategy problem wearing a small disguise.

Today I sit with executive teams on both sides of that gap — shaping the narrative that gives change its meaning, and designing the adoption path that gives it evidence. Vision and uptake, treated as one continuous piece of work.