Twenty-some years ago, I came to Indiana University to pursue a Master's in Computer Science and learned how to build technology. But the deeper I got into it, the more fascinated I became by how people experience technology, what it enables them to do, and how design can make that interaction feel almost transparent. That curiosity led me to a second Master's in Human-Computer Interaction.
Since then, through my time at Microsoft and Oracle, that same curiosity has driven me to build experiences that meet human needs at massive scale while delivering meaningful business outcomes.
Now, with AI, I find myself returning to many of those same questions at a moment when the relationship between people and technology is being fundamentally reshaped. As technology changes what work gets done, who does it, and how, understanding that intersection feels more important than ever.
13 years at Microsoft
Consumer → Small Business → Enterprise
Over 13 years at Microsoft, I worked across Windows, communication and social experiences, touch and new interaction models, Outlook, Office, and Microsoft 365. Each experience built on the same foundation in research and design.
Working at that scale taught me that depth alone wasn't enough. Qualitative research helped me understand people and experiences deeply, but I also needed to understand what was happening across millions of people and interactions. I began bringing human insight together with behavioral data, telemetry, product analytics, and signals from support and sales — combining depth of understanding with breadth of evidence.
My scope and influence expanded over time, from influencing individual experiences to shaping roadmaps, product strategy, new capabilities, and new markets.
8+ years at Oracle
Large-scale global enterprise
Organizational transformation
Expanded product ownership
At Oracle, over the next 8+ years, that expansion went even further in two directions at once.
One was transforming organizations and systems: defining how UX Research could operate across a much broader portfolio and moving it upstream into product and experience strategy. Redwood is the clearest example, where research became a mechanism for shaping the design system itself, not just testing what came out of it.
The other was expanding ownership beyond traditional discipline boundaries. I moved from making the case for new capabilities to building them — bringing together research, product, data, design, and engineering from strategy through execution, as with Signals.
Now at Oracle
Preparing customers for agentic transformation
Defining human–AI experience patterns
Building evaluation frameworks
As Oracle transforms its applications business from traditional SaaS to agentic experiences, I'm focused on what that transition means for the people, roles, workflows, and organizations around the technology. When systems move from helping people do work to increasingly doing work on their behalf, there is a lot to learn and unlearn about how work itself needs to evolve.
My work centers on three questions: How do we prepare customers and users for this transition? What new interaction patterns do we need as roles, workflows, and responsibilities change? And how do we define what “good” looks like, then build the tooling and intelligence to measure it?
That means exploring new patterns for human–AI collaboration, building evaluation frameworks and tooling for agentic experiences, and measuring whether AI is actually improving the work and outcomes it was intended to transform.
I think of leadership as a shared responsibility: creating clarity, building trust, and helping people do their best work.
Influence matters, especially when leading upward. I speak truth to power, even when it’s uncomfortable, backed by evidence and conviction and grounded in business reality. The goal isn’t to be heard, it’s to move the room toward the best outcome.
None of that is possible without real partnership. I lead with trust and integrity, building the shared ownership that lets difficult, cross-functional work actually move.
And at the core of it is my team—the people I’m responsible for growing. I stay close to their work, not just their outcomes, and actively advocate for what they build, creating visibility and opportunities for what’s next. That’s also why I’ve built and led multidisciplinary organizations of 60+ spanning UX research, human factors, data science, engineering, design, product management, and operations, because no single discipline gets you to the outcome on its own.
Outside of work, that same desire to create deeply connected human experiences shows up differently. I continue to pursue Indian classical dance and music, I love teaching and creating spaces to explore ideas, and some of my favorite time is spent tinkering and making things with my kids.
In their own ways, these keep bringing me back to what has always energized me: people, curiosity, and the joy of solving problems together.