Psychologist first. Everything else came after.

Nineteen years of that was AT&T, most of it in the Chief Data Office as Director of AI User Experience. Two halves to the job. One was product: leading the team designing generative AI applications, data discovery engines, privacy systems, and visualization for knowledge workers, plus eighteen platform capabilities for the company's AI-as-a-Service stack. The other was the device side, a usability benchmark program covering forty-plus phones a year against $110M of annual cost avoidance, and the Iconic Device UX Program that handled launches like the original iPhone and the Kindle.

The part that is hardest to put on a resume is the part that transferred best. Most of what I did there was not designing screens. It was convening engineers and senior leaders who each held a piece of the picture, getting everyone onto the same page, and running human-factors method on the room without ever labeling it that. The Data Powered white paper series, the AI Transformation Center of Excellence governance, the persona program, the analytics translator program: same move every time. Orchestrate the people, then measure whether the thing actually worked.

Inventing was part of that job and I took it seriously. 358 granted U.S. patents, 226 still in force, top-10 inventor company-wide. That is why the patent workshop is a service I offer now. I know what the pipeline looks like from the inside.

Before AT&T: Sony Online Entertainment, designing for massively multiplayer games, where a UX redesign of the player experience drove a 38% lift in subscription services. Before that, Lockheed Martin, leading UX research and design on the Navy's next-generation destroyer program, doing cognitive task analysis and human performance modeling with a TS clearance. And before that, the IBM usability lab, taken while I was still in the UConn master's program.

There was also wisely.io, a partnership during COVID that shipped two AI products: a trust-scoring system that detected deepfakes and scored content trustworthiness, and an autism-spectrum wearable for child-parent communication. Both were built and user-tested. We funded it through NSF SBIR applications that did not land, and the venture wound down on capital constraints. That is not an exit and I do not describe it as one.

Now I am co-founder and CEO of Fyve Health, building Tessa, an edge-AI memory and caregiving companion for families with aging parents and for care communities. Audio processing happens on the device. Heard, not watched.

Austin gave me a lot first. I co-created AT&T Community Labs in 2014, an open-innovation program pairing the company's technical leaders with founders in the local ecosystem, built from a clean slate. I am on the founder side now, which is the main reason the advisory practice exists: teams keep asking me the same questions I spent twenty-four years answering at scale, and I like the problems.