I design and build AI productsfor workflows wherejudgment is the job.

About

I do my best work before the roadmap exists.

I’ve designed products across ServiceNow, Compass Healthcare Digital, and Charles Schwab, spanning enterprise platforms, healthcare operations, and financial services.

The systems I work on increasingly make calls and take actions themselves, so deciding what the system owns, what stays with people, and how the workflow holds together is the product.

My best work happens before the roadmap: turning months of competing assumptions into a direction a team can actually build from.

  • A vintage engraved postage stamp titled Enterprise Platforms, number 08, Lobo, showing a humpback whale on a sage field with the lines "Connect systems. Create clarity. Scale decisions," a Tokyo postmark cancellation, and "Design is action."
  • A vintage engraved postage stamp titled Healthcare Operations, number 08, Lobo, showing a jellyfish on a rust-orange field with the lines "Keep care moving. Coordinate the floor. Reduce friction," a Tokyo postmark cancellation, and "Design is action."
  • A vintage engraved postage stamp titled Financial Services, number 08, Lobo, showing a shark on a slate-blue field with the lines "Read risk. Build trust. Move with control," a Tokyo postmark cancellation, and "Design is action."
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Case studies

Two builds where the real work was the reframe.

Enterprise workflow problems, proven in healthcare: one prevented platform fragmentation across sites; the other replaced shared-workbook operations with role-based records, explicit permissions, and explainable exceptions.

03 / Judgment

If the system can do it, let it.

Deciding what an AI system may do on its own, and what it has to hand back to a person, is the call I make on every product I work on. It is rarely a model question. It is a question about consequence.

  • Where can the system act?

    Low-cost, recoverable actions can move without a person.

  • Where must it ask?

    Consequence and permissions can make review part of the product.

  • What happens when it’s wrong?

    Recovery, reversibility, and accountability have to be designed in.

Judgment

Move the three dials to describe a decision.

How much of the mistake can be taken back.

One click undoes itTakes work to undoPermanent

What it costs when the system is confidently wrong.

A minor annoyanceCostly to fixReal harm

How far the consequence travels past the person who triggered it.

Only the person actingTheir whole teamEveryone downstream

Recommended operating mode

The system should prepare this, then ask.

Easy to take back and costly to get wrong, while the impact stays with the person acting. The system can prepare the action, but a person makes the commitment.

From the dials

ReversibilityOne click undoes it
Error costCostly to fix
Blast radiusOnly the person acting
PolicyHuman approval before commitment

My call: let it prepare the move, but the yes stays with a person. Ask me why, or move a dial and I may change my mind.

04 / Experiments

Smaller things, built to find something out.

Where I test these decisions in code, interfaces, and policy. These are unfinished on purpose: each one exists to answer a question I could not answer by reading about it.

Compare notes

System acts

Where errors are bounded and recoverable.

Pauses for approval

Where a person sees the evidence before the system commits.

Hands control back

With a clear record of what changed, what triggered it, and why.

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