About
I started as a developer. I think like an investor. Everything in between is why DLC exists.
14 years across product strategy, UX, and business growth. A rare combination of technical depth, design fluency, and investor-level thinking.
A 14-year track record
Work that moved the needle.
$130K
Revenue generated in 30 days via feature integration and adoption strategy
$1M
Annual cost savings from redesigning enterprise systems and consolidating legacy workflows
$10M
M&A deal supported with software prototypes early in career
The story
I didn't start in strategy.
I started writing code. Front-end development led to back-end, which led to relational databases, which led to the NOC. Constantly learning how data actually moves through systems. I moved into design because I wanted to be closer to the decisions, not just the delivery.
UX led to product strategy. Not because I was chasing a title. Because I kept following the same question: where do the real decisions get made? The answer, almost every time, was earlier than anyone thought to ask.
Most product problems start upstream.
The wrong market. The wrong customer. The wrong problem to solve. Or a product that solved the right problem, just not in a way users could find or understand. That realization pulled me toward understanding business as a whole: retention strategy, adoption, monetization, LTV. I became interested not just in building things that work for users, but building things that create real value. That curiosity led me somewhere most product strategists never go.
The M&A lens changed everything.
Large companies use M&A as a growth strategy all the time. They acquire technology, teams, and market share they couldn't build fast enough from scratch. But the principles aren't exclusive to big players. Small companies can position themselves the same way. The barrier isn't money. It's knowledge and network.
I've worked inside major acquisitions: watching firsthand what happens when two companies try to merge systems, products, and teams that were never built with that in mind. The technical debt, the misaligned workflows, the products that couldn't integrate cleanly. Those experiences shaped how I think about building from day one.
When I was introduced to M&A formally through Roland Frasier, it clicked. I studied deal sourcing, structuring, valuation and brought that lens back to product strategy.
Those aren't exit questions. They're day-one questions.
Now when I look at any product, early stage or already built, I'm not just asking "will users want this?" I'm asking: what is this worth? What's actually broken? What decisions made now create value later? Almost no one in product strategy asks those questions. That's the gap DLC fills.
Early in my career I designed prototypes that raised $50K in investment and supported a $10M M&A deal. That outcome wasn't luck. It was the result of building the right thing for the right moment.
Why I started DLC.
I kept seeing the same pattern: founders making expensive decisions before they had the information to make them well. Building too much. Building for the wrong person. Skipping the questions that would have saved them six months and significant money.
I started Design Labs Consulting to offer the kind of thinking that changes those outcomes. Not as an execution shop. Not as a design agency. As the person who finds what's broken, before or after you build it, and helps you figure out what to do next.
Credentials
The training behind the thinking.
UX Strategy & Management
Nielsen Norman Group · 10+ years
M&A, Business Scaling & Valuations
Epic Elite · Roland Frasier
Customer Retention & Conversion
CXL
Healthcare & regulated industries
Pattern recognition from real deployments
B.A. Mathematics
Southern New Hampshire University
"In less than a year, her impact on our processes, strategy, and mobile product portfolio has been immeasurable."
— Daniel J., VP of Product
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