PROFILE
Great Experiences Matter
The phrase, “Experience is a moving force” sums up my belief in the power of experiences to move people to action. Whether it’s action in service of commerce, in service of community, or in service of a greater good, great experiences matter.
I’ve worked internationally as a consultant and experience design strategist on projects ranging from the iconic Grand Egyptian Museum to retail experiences and digital products for clients in the financial services, automotive, and healthcare industries. A common theme across my portfolio is deep collaboration with client teams, stakeholders, end-users, and cross-disciplinary design teams to frame problems and develop creative solutions to business and organizational challenges. I apply innovation methods such as design thinking, service design, strategic foresight, and jobs-to-be-done theory to challenges big and small.
The 8 Dimensions of Planning
The 8 Dimensions of Planning framework was developed based on my breadth of experiences. It’s an approach to customer experience program design that combines the craft of research, with human-centred design praxis, anchored in a cross-disciplinary lens for thinking about what it means to be human, today.
The past nine years were spent at Avida, a retail experience company building a full-service sensory experience design practice and related line of business. This included developing the corporate strategy, business and service delivery model, organizational design, and building new capabilities.
Most satisfying was building xlab, our innovation lab dedicated to R&D and prototypes that foreground sensory perception, affect, and emotion in experience design. Building a lab from concept, through design, to execution was an incredible experience, but what matters the most are the people who gathered around the vision and helped me build it. Forever grateful.
Legend
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8 Dimensions of Planning - a framework I created for customer experience program design that balances user needs with business objectives and operational realities