I don’t believe design is primarily about interfaces. Interfaces are where decisions become visible. The real work happens earlier: understanding people, finding hidden assumptions, reducing uncertainty, getting a room full of smart people pointed in the same direction.
On paper my career looks like a series of pivots: graphic design, communication design, product design, innovation work, strategy. It isn’t. It’s one impulse — making complicated things understandable — applied to increasingly complicated things.
A poster has to make one idea land at a glance. A product has to do that while the idea keeps moving: money in flight, trust being earned or spent, a machine making a call the customer never sees. The design problem didn’t change when I moved from print to product. What could be designed did.
So the things I reach for now are the same ones I started with. Reduction. Hierarchy. A story told in the right order. The difference is that today I point them at systems and organizations more often than at layouts — at getting a room full of smart people to see the same problem before anyone starts solving it.
I’ve done that inside banking, aerospace, and hospitality, on work that shipped to market and on work whose whole job was to change what an organization believed was worth building. The three projects on the work page cover that range, and one short essay covers where I think the craft is going.
Away from the desk I keep the habit going on smaller machines: side projects, prototypes, and tools I build for myself, some of which grew into experiments of their own.
If something here sounds like your problem, schedule a conversation.