Work

Selected work showing how futures become tools for decision, alignment, and risk exposure.

This is a short, directional set of case studies rather than a full archive. Each one is included because it helps explain how I make uncertain futures concrete enough for leaders to inspect, debate, and act on.

Discuss a decision or mandate Resume

OMATA

Founder and CEO | Concept to market to sale

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Founded, built, and later sold a premium hardware-and-software company around a new relationship to data, craft, and sport.

Context

A real product company, not a concept exercise: a high-ambiguity bet that had to survive technical, market, manufacturing, and operating constraints.

Role

Founded and led the company across product definition, hardware/software direction, brand, go-to-market, operations, and sale.

What this shows

Shows founder-level judgment under uncertainty: turning a point of view into a funded, shipped, supported, and ultimately sold product business.

Near Future Laboratory / Design Fiction

Method creation | Authorship | Strategic practice

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Originated and developed design fiction as an artifact-based way to make future conditions tangible enough to discuss, challenge, and act on.

Context

Organizations needed a way to reason about consequences before the future appeared as requirements, metrics, or a roadmap.

Role

Developed, taught, published, and applied the method across consulting, speaking, writing, and client engagements.

What this shows

Makes possible futures inspectable, so leaders can see what a strategy, technology, or investment might actually commit them to.

TBD Catalog

Artifact-led strategy | Scenario objects | Strategic communication

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Used the familiar language of a catalog to compress debate, surface assumptions, and explore adjacent possibilities through artifacts.

Context

A hard-to-frame technology and culture question needed something more discussable and memorable than a trend memo.

Role

Designed the strategic frame and produced a concrete artifact that leadership teams could interpret, argue with, and use.

What this shows

Turned unclear futures into concrete objects that exposed assumptions, risks, and options for decision makers.

Applied Intelligence

AI futures framing | Artifact prototype | Policy and strategy conversation

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A newspaper from an AI future that reframed strategic and policy conversations through a tangible, discussable artifact.

Context

An emerging-technology conversation crowded with hype, vagueness, and borrowed talking points.

Role

Created a form that translated abstract AI narratives into a concrete object people could inspect, critique, and use.

What this shows

Helps leaders move from AI anxiety or hype to specific questions about consequences, governance, trust, and organizational action.

SuperSeminar

Learning platform | Executive sensemaking | Shared language

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A learning and development platform designed to cultivate shared language, judgment, and interdisciplinary thinking over time.

Context

Teams and communities needed repeated, serious practice making sense of unfamiliar ideas and consequences.

Role

Structured the curriculum, cadence, and pedagogical model for a sustained learning environment rather than a one-off event.

What this shows

Shows how capability building can improve strategic judgment rather than simply create a memorable session.

General Seminar

Seminar design | Sensemaking | Collaborative inquiry

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A seminar format for structured inquiry, conversation, and collaborative learning around emerging ideas and cultural change.

Context

A recurring need for collective sensemaking around unfamiliar signals, strategic questions, and possible consequences.

Role

Created the format and hosted the conversation architecture that let people think better together over time.

What this shows

Demonstrates facilitation as a way to develop judgment, alignment, and decision readiness.

Enterprise Workshops And Sprints

Artifact-led strategy | Facilitation | Alignment

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Worked with teams at large organizations to prototype futures, align around consequential questions, and make unfamiliar options legible.

Context

Organizations were dealing with uncertainty, internal disagreement, or a need to stand up a new mandate before there was a roadmap.

Role

Designed and led engagements that turned ambiguous opportunity spaces into shared language, artifacts, and strategic direction.

What this shows

Makes clear that sessions and sprints are mechanisms for decision clarity, not the product in themselves.