About

I've spent twenty years helping organizations figure out what they want to say and building the infrastructure to say it well. That's meant leading communications teams, rebuilding digital platforms, launching products, running content operations, and occasionally standing in front of all-hands meetings trying to explain why this particular change is actually a good thing.

I've done this work at places that operate at serious scale: Starbucks, where I helped build digital communications infrastructure that reached millions of customers and partners. Nike, where brand communications has to work across channels, audiences, and time zones simultaneously. The Bill & Melinda Gates Foundation, where the stakes of getting the message right are not abstract. And CreativeLive, where we were building the audience and the product at the same time.

What I've learned from all of it: the problems that look like technology problems are usually people problems. The problems that look like strategy problems are usually measurement problems. And the problems that look like communications problems are almost always about trust — whether the organization has it, whether the audience extends it, and whether the work deserves it.

I'm drawn to the connective tissue of organizations: the places where content strategy meets engineering, where brand meets analytics, where internal and external communications are more alike than most companies want to admit. I like building things that outlast the project that created them.

I live in Seattle. I read more than I sleep. I have opinions about coffee and about why most dashboards are a form of storytelling failure.

If any of this sounds like a problem you're working on, I'd genuinely like to hear about it.