One problem, approached from two directions.

01 · The work

As a product leader, I have built the human systems around large-scale technology. Starbucks Rewards, where loyalty design shapes the daily habits of millions. T-Mobile Tuesdays, one of the highest-participation recurring engagement products in mobile. REI's Co-op Membership, where commerce and belonging meet. And at Microsoft, the Azure portal, developer onboarding, and Microsoft Learn, where the distance between a platform's capability and a person's confidence is the whole product problem.

02 · The return

As a researcher, I went back to study the question my career kept asking. I earned a PhD in Leadership Studies from Gonzaga University. My 2026 dissertation examined how leaders in enterprise technology organizations are actually making sense of AI transformation, and its five findings ground the argument that the bottleneck is human, not technical.

03 · The synthesis

I wrote Human at Scale because the two halves of that career point at the same conclusion: technology sets the ceiling, and leadership decides how much of it people ever reach. The doctorate did not give me distance from that work. It gave me a deeper obligation to it.