Eight years.
Five categories.
One way of working.

How I work — and why.

I started in research because I wanted to know why. The why behind the numbers. The why behind the abandoned cart, the unread email, the feature that should have worked but didn't.

Eight years in, the work I keep returning to lives at the intersection of three things: rigorous mixed-methods research, product strategy that decision-makers can act on, and a willingness to do the unglamorous operational work — recruiting the right participants, coordinating with data science, packaging findings for executives who don't have time to read your full report.

I've led research that moved metrics (TurboTax Expert 365 Business — projected +18% conversion, −20% call duration), shaped multi-year strategy (Honda & Acura brand narratives for 2030–2040, anchored in 40+ SME interviews), and changed timelines (EDF Energy postponed a one-year migration with the evidence I gathered).

What ties it together is a belief that good research is useful research. It earns its place in the roadmap. It makes the next decision easier. It gives the team something to defend when the next stakeholder asks "why are we doing this?"

University of Michigan.

Master's degree in Human-Centered Design & Engineering (HCDE) — an interdisciplinary program covering qualitative research methods, statistical analysis, and design strategy.

The graduate program shaped how I think about research as a craft: not as a service function downstream of decisions, but as a structured discipline that produces the evidence those decisions are made from.

Clemson University.

Bachelor of Science in Industrial Engineering — a systems-thinking foundation covering human factors, process optimization, and quantitative methods. Undergraduate training in engineering rigor and human-systems integration directly informs the analytical precision brought to UX research practice.