About Me
I’m a generalist through and through and care deeply about craft, character, integrity, and intention. I look for ways to apply creativity in unexpected places, especially within the unglamorous systems that quietly hold the world together.
My instincts are operational and practical, balanced with a sense of style, humor, and imagination.
Now at a phase transition, I’ve outgrown small thinking and constrained environments. I’m looking to apply what I’ve learned and lead teams and communities to go further than I ever could alone.
Philosophy
I believe good systems should make work clearer, calmer, and more humane. Their job is not to impress, but to quietly reduce friction, surface what matters, and help people coordinate without unnecessary overhead.
Most organizational problems are not talent or tool problems. They’re problems of clarity, ownership, and shared context. When people understand what they’re doing, why it matters, and how their work connects to others, progress follows.
I value systems that stay out of the way. Structure should support good judgment, not replace it. Process is useful only when it lowers cognitive load and makes the right actions easier to take. When systems become bloated, brittle, and performative, they tend to create more work than they save.
Great work requires balancing real tensions rather than pretending they don’t exist. Speed and care. Autonomy and alignment. Flexibility and rigor. I try to make these tradeoffs explicit so teams can navigate them deliberately instead of by accident.
I am skeptical of one-size-fits-all frameworks, premature optimization, and the idea that culture can be engineered through slogans or tooling alone. Durable progress comes from lived experience, clear feedback loops, and environments that trust people to exercise judgment.
My goal is to help create conditions where people can do their best work with less confusion and less burnout. Systems should fade into the background, coordination should feel natural, and the human side of work should remain visible and intact.
Projects
Most modern work fails in familiar ways. Information fragments. Ownership blurs. Context gets lost. Teams spend more time coordinating than actually doing the work. Tools multiply, but clarity does not.
This project is an ongoing exploration of what it would look like to treat coordination itself as a design problem.
Rather than starting with tools or org charts, I focus on a small set of foundational primitives that show up in every collective effort, regardless of size or domain:
- Identity and role: Who is involved, in what capacity, and with what authority.
- Shared context: What is known, what is assumed, and what remains uncertain.
- Work objects: Tasks, decisions, and commitments as first-class entities, not side effects of conversation.
- Information flow: How signals move, how noise accumulates, and how meaning degrades over time.
- Feedback and learning: How systems observe themselves and adapt without burnout or blame.
The aim is not to impose a universal framework, but to make these primitives explicit so groups can reason about them, adapt them, and improve them deliberately.
For example, imagine a small community organizing a pop-up event or shared space. Instead of relying on sprawling chat threads and informal assumptions, roles are explicit, decisions are captured as decisions, and tasks live outside conversation. New participants can orient themselves quickly. Work moves forward without requiring constant meetings or a single heroic coordinator to hold everything together. The system does not manage people, it supports them.
I am particularly interested in systems that reduce cognitive load, preserve context, and support good judgment rather than replace it. Systems that fade into the background. Systems that help people coordinate without constant friction or performative process.
Somehow, We Manage is both a conceptual and practical project. It takes shape as writing, diagrams, prototypes, and experiments, including an interactive map that presents these ideas spatially rather than hierarchically.
The long-term goal is simple. Make collective work more legible, more humane, and more effective by designing coordination as a first-class concern.