Strategist · Builder · Researcher
Making the impossible
seem routine.
From quantum mechanics to machine learning pedagogy —
work designed to outlast the moment it was made.
I’m a strategist, a builder, and a researcher. I make the previously impossible seem routine. Over the past 15 years, I’ve built teams and processes that changed how people think about their work. I’ve made leading edge technologies accessible to the people who need them.
As a strategist, I work from first principles. When organizations face critical capability gaps, most people reach for existing solutions—training programs, consultants, incremental improvements. I start by asking: how do we know we have a problem; how can we discover the root of the challenge; and what would it look like if we actually solved it?
Those questions can lead to unusual places. Sometimes the answer is a game engine that teaches quantum mechanics. Sometimes it's documentation infrastructure that treats docs as code. Sometimes it's a training program that reaches millions.
The through-line isn't the medium. It's the method: develop a practical sense of the domain, focus relentlessly on the people and processes that form the solution, and build new capabilities when existing approaches won't work. The method is well-adapted to under-specified problems.
The result is work that tends to propagate—because when you solve a problem at the right level of abstraction, the solution often applies far beyond where you built it.
Quantum Games
Quantum computing needs an ecosystem, not just physicists. We created games where quantum mechanics are the game mechanics—not educational software with points and badges, but actual games that let people build intuition by playing. The work runs on actual quantum computers, and continues growing through a global community of contributors.
Read more →ML Education at Google
In 2016, less than 1% of Google's engineers could use machine learning in production. We needed to become an ML-first company, but declarations are worth their weight in air. We used education at scale as a strategic lever—training that forced infrastructure, tooling, and culture to align simultaneously. The result: 40% of Googler engineers trained, 4 million people reached globally per year, and ML became a cultural primitive at Google.
Read more →Documentation as Code
Google's documentation was labyrinthine and impossible to maintain. Wikis don't scale; engineers couldn't find what they needed or trust it was current. We put documentation in the code repository—same tools, same workflow, zero context switching. The pattern spread industry-wide, now known as "docs as code." What started as shutting down a frail wiki became how the industry thinks about documentation.
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