one discipline
For nearly two decades I've done one job under many titles: walk into an organization mid-change, find where the work is breaking, and build the capability that lets people do it well — then leave, with the capability staying behind. The technology catalyzing the change has turned over three or four times. The discipline hasn't.
It started with information architecture and content strategy — taxonomies, messaging systems, and knowledge structures for regulated, consumer, and B2B organizations. I wrote plain-language standards for palliative-care patients and their families, where getting a sentence wrong has a cost measured in something heavier than metrics. That work taught me the first principle I still build on: systems have to serve the people inside the hardest moment, not the org chart around them.
Then the work scaled up from systems of content to systems of people. At Coursera I built a function from nothing — the operating model, the governance, the design system — and trained ~200 practitioners across a 1,500-person organization to run it. Weekly office hours, workshops, mentorship. That engagement taught me the principle this whole consultancy stands on: adoption is a teaching problem, not a documentation problem. The system is still in use today; I haven't worked there in years. That's not a footnote. That's the product.
Then the technology turned over again. At Airbnb I managed a UX writing team through the shift to LLM-integrated workflows — and instead of watching AI arrive as chaos, I built it an operating model: governance, evaluation criteria, curated training data, a proposal escalated to the CEO, and four teams aligned around a new way of working. The redesign I led became the company's first self-serve refund resolution experience, saving an estimated $3M. Same discipline, new catalyst.
Techtuition is that discipline, made available. Since 2023 I've run it as a consultancy — rebuilding operations for growing businesses, consolidating standards inside a credit union, co-founding an AI-enabled education platform, and teaching the method itself: four years of original curriculum at the UX Content Collective, hundreds of practitioners, two eight-part frameworks that treated the organization as the unit of change back when “AI enablement” wasn't yet a job title. I also build what I design — agentic workflows, evaluation systems, integrations — because the fastest way to lose a transformation is to hand the strategy to someone who wasn't in the room for the diagnosis.
Underneath it all, I stay a student on purpose. I publish LLM evaluation research (Apart Research, 2026), maintain a 264-pathway taxonomy of constructive conversation that's becoming an API at Quantum Magic, and keep my hands in the newest tooling weekly — then turn around and teach what I learn, because that loop — learn, apply, teach — is the engine of everything above. My M.S. is in Innovation and Entrepreneurship from HEC Paris; my education is the two decades of organizations that let me practice.
Here's the promise underneath every engagement, and the sentence I'd want read back to me years later: the organization was stronger when she left than when she arrived — and it didn't need her anymore.