In 2019, The New York Times had a question: How do global news-readers think about sharing their views online and how might that impact NYT content? Paired with another strategist, we explored these themes over a 12-week engagement that brought us from Long Island to New Delhi, to Bangkok, and finally Raleigh, North Carolina. Our insights and recommendations were used by the business as they considered new off-platform strategies and content-sharing features.

After identifying a new opportunity area for the company, Adidas hired a team of strategists to determine the strongest value prop for their new venture. We used qualitative research with sacrificial concepts to provoke strong opinions and help illuminate some of the must-have brand and experience attributes they’d need to bring these ideas to life. We also did audience research to find the niche where our new products and services would most resonate.

Back when the AI revolution was but a twinkle in our societal eye, I was part of an innovation team that researched and prototyped the first version of what would become Eno, Capital One’s chat-based assistant. We started by naming the business challenge, which was that too many people called into the help center, and teased apart the ways we could actually improve customer experiences and change user behavior. As part of our research, we captured participants' initial reaction to the general idea of "digital-first customer service." It was extremely negative. The image here is a word cloud showing what they thought of it after using our prototype. Much better.