Most design organizations
ship features.
This one grew revenue.

Design and strategy are the same discipline — I just refuse to let them be separated. The most interesting problems I've worked on live at the intersection: a user need that, when solved correctly, also shifts market position, unlocks revenue, or changes how a team makes decisions. That's where I spend my time.

Sometimes that intersection produces product — an experience that earns trust, drives engagement, and gives millions of people a reason to come back. Sometimes it produces a new organizational standard — like the Capability Experiment Builder, which started as a design question about how we evaluate ideas and became the company-wide framework for how product decisions get made.

I'm most useful when there's a hard problem that doesn't have an obvious owner. I find the frame, build the case, and bring the team with me into the room where the decision gets made.