Money works differently in communities traditionally excluded from formal banking, which makes designing products that really serve their needs a very different kind of challenge. People who live in the last mile often prefer cash because it’s physical. They can see it, touch it, and access it at any time.

While digital money offers many benefits, such as securely sending money over long distances and accessing new forms of credit, many don’t trust it because the places where they can access digital currency have often been too far away.

In 2017, over 500 million adults lived more than three miles from a financial access point in eight emerging markets studied by the Gates Foundation. This may not sound like much of a barrier, but for those living in the last mile, it means having to close their shops, lose a day of earnings, arrange family care, and pay for travel, which can be time-consuming and difficult, especially during rainy seasons. For low-income people, the inaccessibility of financial services has been a deal-breaker for adopting digital money. On the flip side, banks, telecoms, and other companies struggled to reach these customers because their products were not inclusively designed for them, and their distribution models failed to scale in rural areas.

Amid these myriad challenges, IDEO and the Gates Foundation saw an opportunity to introduce innovative ways to provide access to digital financial services even in the most remote areas of the world. And to make bold new bets: Could we design new digital experiences centered around the financial needs of people in the last mile? What would happen if we mobilized hundreds of actors to develop new ways to address financial access at the last mile? What if we took the most exciting financial innovations that worked in East Africa and piloted them in South Asia—and vice versa?

Working with more than 70 partners, including local startups, corporations, including Google, Unilever, Telenor, Standard Chartered, and BNI, as well as IDEO.org’s Women & Money program, LMM adopted a collaborative, ecosystem approach to drive and scale new digital financial products and systems.

A few of the life-changing innovations launched by LMM and its partners include:

• Finja’s intuitive small-business app that helps micro-merchants in Pakistan access flexible, interest-avoiding Islamic credit  to order products from fast-moving consumer goods companies like Unilever. Finja now serves 45,000 merchants and reaches 10.2 million customers.
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• Accessing government benefits can be a challenge, especially when it’s through a mobile phone, so IDEO helped Indian startup Haqdarshak develop a robust digital experience for its 52,000 community agents to facilitate access for low-income people. The agent network—70 percent of whom are women—now serves more than 7.6 million families and has unlocked $2.2 billion in social benefits for those who need it most.
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• Making micro-credit nearly instantaneous was a solution that startup Kuunda offered to financial agents in Tanzania. IDEO helped adapt the product to deliver working capital for merchants in Pakistan. Today, Kuunda continues to grow across markets in Africa, totaling 6.1 million active users and distributing $1.1 billion in loans globally.   

While the LMM program officially concluded in 2024, lessons, tools, and case studies from the program are accessible on IDEO’s Financial Futures website. Those looking to catalyze equity and inclusion in digital financial services for the last mile can consult LMM’s Financial Confidence Playbook, the open-source Digital Confidence Toolkit (created in collaboration with Google), or the Gender Evaluation Framework, among other helpful resources.

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Over 1.3 billion people worldwide in poor and rural areas are excluded from formal financial services, including savings accounts, credit lines, and insurance, making it harder for them to move out of poverty.

34M

underserved users reached by 100+ new financial products, pilots, and prototypes

70+ LMM partners

including Google, Unilever, Grab, Standard Chartered, Cargill, Airtel, Celo Foundation, and BNI

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Multinational CPGs excel at creating popular, mass-market products for large countries. When they enter smaller countries like Peru, they often parachute their brands onto store shelves and skip consumer product testing altogether, largely relying on brand recognition to drive sales. This oversight presented Alicorp and IDEO with an opportunity: flip the script and invite young Peruvian women to work together with them to create a new hair care brand from scratch. Over the course of a four-year transformational journey, IDEO worked closely with Alicorp, adopting a “learn by doing” approach to foster a culture of innovation, launch a new brand, and drive growth for the company through consumer-centric design.

The collaboration began with an inspirational trip 10,000 miles away to Seoul, South Korea, the epicenter of global beauty trends. To expand their thinking, the Alicorp/IDEO team received K-Pop glow-ups and explored other cutting-edge beauty experiences. They were inspired by the Korean market’s unwavering focus on meeting the particular hair care and skin needs of Korean women.

Back in Peru, the team conducted multiple rounds of in-depth interviews with young women, teenagers, beauty influencers, and experts across the country. They learned about their beauty goals, personal care routines, and “mixto” hair texture. They heard about women’s struggles with regional weather—the Andean region’s extreme dryness versus Lima’s humidity and the city’s hard water. The research revealed that Peruvian women wanted natural products that worked hard, wouldn’t harm their hair, and celebrated what made them unique. They wanted a brand that spoke to them honestly and authentically. That represented and empowered them. That didn’t overpromise, underdeliver, or hold up European and American beauty ideals that didn't resonate with Latin American women like the multinationals did.

Armed with these insights, the Alicorp/IDEO team developed tangible brand prototypes for women to respond to during successive rounds of user research, including in a beauty pop-up store in Lima. The team shared various bottle types, ingredient mixtures, and brand positioning options. Should the new brand’s personality be an outspoken feminist or a gal pal? Au naturel or sophisticated? The iterative feedback cycles informed everything from brand strategy and ingredient recommendations to product line-up, brand and product naming, launch strategy, and digital activations.

The final design, Amarás (“you will love”), is a personal care line that centers the needs and aspirations of Peruvian women. Hitting shelves in 2022, its shampoos and conditioners feature local, bio-diverse ingredients, including mangoes, macadamia nuts, and goldenberries, that help address the specific hair texture needs of women in LATAM and the climate realities of the Andean region. The brand’s launch campaign included TV and print ads featuring Peruvian models from every region as well as commissioned murals celebrating local beauty by artists across Peru. Most notably, the unapologetically authentic Peruvian hair care brand became a TikTok sensation, garnering over seven million organic views and more than 300 viral videos from enthusiastic new fans.

Three months after its launch, Amarás seized a 7.5 percent share of the personal care aisle—a remarkable goal it had set for year three.Since then, Alicorp has continued to expand its creative capabilities, designing personal care products tailored to the cultural and beauty needs of Latin American consumers.

Alicorp launched numerous successful brand extensions across its food and home care categories, but was unable to crack the $340M USD hair care product market in its home country of Peru.

7.5%

Amarás’ share of the Peruvian hair care market 3 months after launch—a goal Alicorp had set for year 3

7M+ organic views and 300+ organic fan videos

created on TikTok during Amarás’  launch campaign

Thirty years ago, China-based Jack Technology started as a home sewing machine manufacturer. A decade ago, the innovative global leader began investing in robotics and exploring AI, a decision that positioned it well to address today’s urgent need for smarter manufacturing solutions.

Believing that a new, strategically positioned sub-brand could draw in larger, more premium global manufacturing customers, Jack Technology and IDEO set out to understand their needs. IDEO began by visiting more than a dozen garment factories across China, Vietnam, and Bangladesh, conducting in-depth interviews with factory managers, industrial engineers, pattern-making leaders, and frontline workers. It soon became clear: the apparel manufacturing industry is at a critical juncture. The way apparel manufacturers navigate the promises of intelligent technology—while addressing deep-rooted structural issues like labor shortages and working conditions—will shape the industry's development for years to come.

For premium clothing brands, garment factory compliance and worker well-being are priorities when selecting production partners, so many owners proudly showcased their improvement efforts. They discussed investing in quieter machines and air conditioning, enhancing lighting, adding greenery, and implementing no-overtime policies. Amid rows of identical sewing stations, the IDEO team noticed small human gestures, such as a small vase of flowers. As one operator said, “I just want to uplift myself during work.”

The research helped IDEO identify a core opportunity for differentiation. Create human-centered products and services that further enhance working conditions in large apparel factories, strengthen their ability to attract and retain talent, and drive the industry toward a more sustainable future. Through multiple rounds of co-creation with the Jack Technology team and key apparel-sector stakeholders, a clear brand direction for Aitu began to take shape: “Smart Machines, Uplifting People.”

Guided by this human-centered ethos, IDEO helped build a comprehensive brand system for Aitu. The idea of “uplifting people” and showcasing garment workers’ professionalism and skill is expressed throughout all brand communications, the industrial design of its smart sewing machines, and the interaction and industrial design of a humanoid sewing robot.

In the eyes of factory workers, this is the new work experience Aitu brings to life. Compared with traditional bulky industrial machinery, the clean lines and soft edges of Aitu’s new AI-powered sewing machines feel more like the professional office tools found in bright, organized workplaces. Concave surfaces and soft materials diffuse glare from overhead lighting, reducing eye strain, while clear interaction logic and icon-based visuals accommodate operators with varying levels of skill and education. AI technology, seamlessly embedded in the machine’s core functions, automatically adjusts parameters for different fabrics and tasks, allowing operators to achieve high-precision results with less effort. A soft halo-like light glows whenever the AI-assisted function is active, fostering users’ trust in both the technology and the AI-powered sewing machine as a whole. When hundreds or thousands of Aitu machines are arranged together in a factory, the overall effect is a modern, professional, and high-end work environment.

Working closely with Aitu’s robotics team, IDEO’s final design challenge was to bring a human-machine collaboration to life through a full-scale AI robot, AI10. The robot has an elegant, biomimetic silhouette. Its fabric-like outer finish features design elements commonly found in garment making, such as cutting and stitching lines, giving the robot the approachable look and the feel of a skilled tailor companion who can assist with simple, repetitive tasks. When AI10 is in operation, a circular light ring gently pulses at the sides of the robot’s ears as well as on the paired sewing machine’s display screen, clearly signaling the robot’s activity to its human co-workers.

In September 2025, Jack Technology debuted its new Aitu brand, along with its first AI sewing machine and a humanoid robot prototype, at a launch event at Shanghai Tower and at the China International Sewing Machine & Accessories Show. IFA Berlin, Europe’s largest trade show for consumer electronics, honored Aitu with a Gold Award for AI Product Innovation for seamlessly integrating AI technology and industrial design. Jack Technology’s humanoid robot is expected to go into full-scale production in 2026.

Before AI, the apparel manufacturing industry had experienced little fundamental change since the invention of the lockstitch sewing machine nearly two centuries ago.

2025 Gold Award for AI Product Innovation

from IFA, the world’s largest home and consumer tech event

Alicorp has direct operations in Peru, Bolivia, Ecuador, and Chile, manages export operations in more than 30 countries, and oversees over 150 brands. While its AlaCena sauces are ubiquitous in South America, the brand’s North American market primarily consisted of purchases made via Amazon by Peruvians living abroad. To help the CPG giant expand meaningfully and sustainably onto US grocery shelves—and achieve its ambitious $50 million retail sales goal in five years—Alicorp and IDEO collaborated on multiple projects over a two-year period. The partnership began in early 2020 with consumer research and product strategy, ultimately leading to the development of initial product branding, positioning for launch, and an in-market pilot in late 2021.

‍‍Through a combination of large-scale digital surveys and in-depth, in-person and remote research interviews, IDEO discovered that AlaCena’s Tari and Uchucuta’s hot sauce recipes resonated the most with US consumers. Made from native Aji Amarillo and Rocoto chili peppers ground using a traditional Andean “batán” technique, consumers appreciated their complex flavors and enjoyed how they enhanced, not overpowered, everyday foods like burgers and fries. The sauces’ authentic Peruvian culinary roots were also a key differentiator. In addition to consumers, IDEO consulted with industry experts—including executives from large-scale grocery chains and chief merchants of leading big-box stores—to explore retail and marketing trends and identify potential innovation partners for Alicorp in the US.

Based on the research, IDEO recommended a few changes to ensure a successful launch: Lead with the Tari brand, which was the most memorable and easiest to pronounce, and position it as an “everything sauce.” Change the packaging from a large plastic pouch to a smaller squeeze bottle to better align with consumers’ expectations and stand out on the inside of refrigerator doors. Adjust the product formulation to appeal to mainstream consumers looking for cleaner labels. And visually celebrate Tari’s Peruvian roots through bright colors, traditional textiles, and a llama, an animal closely associated with the Andes Mountains. In addition to these recommendations, IDEO provided a comprehensive go-to-market retail strategy that included potential US regions for launch, retail brokers, distributors, manufacturers, and R&D and pilot retail lab partners, as well as job descriptions for a new North American-based sales team.

While Alicorp worked on reformulation and packaging strategies, IDEO refined Tari’s initial branding strategy. Steeped in Peruvian aesthetics, the brand’s new look and feel featured a vibrant color palette, geometric patterns, and—of course—a friendly llama icon, which could also be found on all in-store point-of-sale items IDEO designed for Tari's pilot launch in late 2021.

The successful 12-week in-market pilot in Tom Thumb grocery stores gave Alicorp the confidence to have its in-house design team make the brand even bolder and more eye catching, and to launch two flavors, Amarillo Pepper and Rocoto Pepper, on Amazon and in over 50 retail stores in late 2024.

Since then, the popular sauces consistently rank among the top 50 percent of the fastest-selling products on US shelves, with 80 percent of sales revenue representing new business. In 2025, Tari expanded its offerings with three additional flavors: Zesty Verde, Tropical Kick, and Smoky Heat. Today, Tari is in transit to 3,000 major grocery stores, including Wegmans, Meijer, Central Market, and The Fresh Market, as well as available for purchase on Amazon.

Alicorp had a vision to expand its beloved and delicious hot sauces to the US market, but needed help fine-tuning the brand and product for an American audience.

3,000

major US grocers, including Wegmans and Meijer, have signed on to sell Tari hot sauces

80%

of Tari’s sales revenue represents new business, a significant expansion of the overall category

Ranked in the top 50%

of the fastest-selling products on US grocery shelves

To better understand the madness of the focus group, I decided to do a bit of research on how it came to be.

The story begins in 1938, when a psychoanalyst named Ernest Dichter left Vienna to escape the Nazis and headed for the US. When he arrived in New York, he made an interesting career decision. Instead of helping individuals understand their problems, he decided to offer his psychoanalytic services to corporations.

One of Dichter's first clients was General Mills, which had a problem with its Betty Crocker cake mix. Its food scientists had formulated a dry mix that required only the addition of water. Once placed in the oven, it miraculously blossomed into instant cake. But after a good start, sales flattened. The executives were baffled: The product was more convenient. Why weren’t the housewives buying it?

Dichter gathered groups of women and put them through exercises derived from Freud’s methods of probing the unconscious, including free association and Rorschach tests. He explored their feelings about relationships and their role in the family. And then he started asking them about cake.

What he took away from these sessions was that cake was more than just a sweet baked product. It was loaded with sexual symbolism. He was particularly fascinated by the ritual of the wedding cake, which featured the husband taking a long knife and plunging it into the white cake.

His conclusions, like a good cake, were multilayered. First, the cake was symbolic of the wife’s relationship to the husband, and so she felt guilty making it by just adding some water to powder. Second, the sexually charged nature of the cake meant that it had associations with fertility, even childbirth.

Ernest Dichter and a Betty Crocker ad from the 1950s that anoints cake as the great unifier—almost as good as make-up sex.

His solution to these complex issues was simple: General Mills should remove the powdered egg from the formulation, and instead require housewives to add their own fresh eggs.

It’s hard to know whether the executives were swayed by Dichter’s Sexual Theory of Cake, or whether they liked the fact that removing the eggs would save money. Either way, they took his advice. And, sure enough, sales soared.

In the following decades, Dichter imitators turned his methodology into a hackneyed formula, and the focus group lost its way. We wondered if we could bring emotion and surprise back with a 21st-century reboot of the technique. Here are the five principles we followed:

1. Break the mirror

Hiding in a dark room behind a two-way mirror distances you from the consumer. If you want to find out what makes people tick, get eye to eye with them in the room. If you find this uncomfortable, suck it up: Discomfort is a sign that you’re learning something.

2. Lose the clipboard

The dynamic of “moderator and participant” creates an authority relationship in the room, which can lead to participants saying what they think they are “supposed” to say. Try having the questions served up differently—such as pulling them at random out of a jar. People will share more when they feel they’re having a natural conversation.

3. Think dinner party, not jury service

The original idea of focus groups was to create an environment in which people encouraged each other to share their feelings. Today’s sessions are often stiff and with the same amount of social interaction you’d expect from people doing jury service. So, do whatever you can to create a warm social environment. In our recent experiment, we started the session with 30 minutes of improv exercises, run by a trainer from Second City.

4. Record video confessionals

When Dichter ran focus groups, he would make all the interpretations and deliver a report to the client. These days, the client needs to feel some empathy themselves. The best way to achieve this is video, but an intrusive camera lens can cause people to clam up. We solved this by running interviews using a hidden-camera technique pioneered by the documentary filmmaker Errol Morris (see below).

5. Talk about the why

All the clever methods in the world won’t help if you don’t have the core goal in mind: understanding the motivations behind human behavior. We live in an age of data: We have more information than ever before that will tell us what people are up to. But the greatest inspiration comes when you can form theories about the why. Despite being more than a half century old, the focus group is still one of the best techniques for achieving this.

The Errol Morris–pioneered "Interrotron" puts interviewees at ease by giving them the impression they're speaking to another human, not a camera lens.

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Focus groups suck, right? Bored people sitting in front of a mirror, delivering canned opinions on demand. Everyone from Silicon Valley to Amy Schumer pokes fun at them. But it wasn’t always this way: When focus groups started in the 1950s, they represented an exciting new way to probe the emotions and motivations underpinning human behavior. How did they get so staid and safe?

How did it all begin, you ask?

Long-time IDEOer Alan Ratliff was using the loo in Santa Cruz a few years back and took note of the graffiti on stall walls. He was struck by how openly and honestly strangers could share their most heartfelt feelings—in a public space. Combining this insight with the pause for thought that often strikes while seated on the throne, we thought we'd try inviting the same behavior on our own walls.

And how have people at IDEO responded?

Though the wait has admittedly increased, which brings no one joy, designing the bathroom as a place to intentionally linger and gin up ideas has become a point of pride.

Curious to learn more about how we nurture a culture of creativity? We tell the whole bathroom story, and many more, in Leading for Creativity, a new course taught by Tim Brown at IDEOU.com.

There's one stop we always make on our office tour: the john. Walls blackened by chalkboard-paint, every month presents a new opportunity to pose a controversial question and weigh in with controversial answers. Indeed, our bathroom has become one of the most—forgive us—productive places on the premises.

Unless I’m at a gig or a concert, it’s rare that I listen to music in the presence of other people. There’s background music, sure, but that feels different—I’m not really listening. Here in New York, there’s always live music on subway platforms, but we don’t listen by choice (and while it’s often great, it can also grate).

Listening to music with others need not be limited to experiences of live music, though. Deliberately listening to recorded music with other people can be a magical experience. That’s especially true if you’re hearing it in a context that's a little unexpected, such as a conference room.

It’s a luxury to be in the same space as others and not need to talk—to just be present.

In our New York studio, we’ve been gathering for a series of shared listening sessions, called the Sonic Shower. It’s a really simple format:

• every month or so
• we spend 15 minutes
• first thing in the morning
• listening to 3 to 5 pieces of recorded music
• from around the world
• that are selected and ordered around a theme
• and played on speakers in a room
• while people listen over coffee
• and glance at light program notes, if they so choose

Three things we like about the Sonic Shower

1. IT SUPPORTS OUR COMMUNITY

It’s just a lovely thing to start the day with music. And it’s lovely to be in the company of colleagues without the pressures of drumming up conversation. Listening together creates a delicate, light experience of community that works for everyone, even if you don’t feel much like chatting first thing in the morning.

2. IT’S A SOURCE OF INSPIRATION

At IDEO, it’s our job to seek inspiration wherever we can find it. It fuels great design by keeping our teams engaged. We’re great at hunting down visual inspiration in art, type, and digital experiments. But it’s easy to forget to open our ears up in the same way—to expose our brains and hearts to sounds we’ve never encountered before. Music is sonic storytelling—it opens up imaginative doors that we’d be crazy not to go through. Each Sonic Shower is a mix of songs that are somewhat easy (or familiar) and somewhat challenging (or likely different to what you might normally hear).

3. IT ENGENDERS GRATITUDE

In so much of our work, we’re interrogating experiences—figuring out what underpins them and picking out aspects that we can replicate or evolve. But during a Sonic Shower we just listen to the music. We don’t feel an obligation to discuss it or derive meaning from it there and then. It’s a luxury to be in the same space as others and not need to talk—to just be present. And, while it does help our work, we don’t treat the Sonic Shower like work. That gives us permission to receive the music as a precious gift. And gratitude feels good.

Sample a Sonic Shower

Here’s what we listened to at a winter-themed session in December. You can find the music on Spotify here.

Hvild (2009) by Hugi Gudmundsson

Now based in Denmark, Gudmundsson is one of the bright lights of contemporary Icelandic composition. A few years ago, in a neat nod to IDEO, he was awarded one of the country’s most prestigious arts prizes: the Optimism Award.

Hvild means "rest." It was written for a friend’s funeral and includes text about carrying water over a mountain...

Snow (1954) by Irving Berlin; performed by Rosemary Clooney and The Mellomen

This is one of the stand-out songs from Bing Crosby’s White Christmas. The movie version features the four leads—Clooney, Crosby, Danny Kaye, and Vera-Ellen—singing the song together on a train. As you do.

Der Leiermann (1828) music by Franz Schubert; poem by Wilhelm Müller; performed by Jonas Kaufmann (tenor) and Helmut Deutsch (piano)

This is the final song of Winterreise (Winter Journey), Schubert’s monumental song cycle for voice and piano. Grab a whisky and listen to the whole thing sometime—it’s an intimate, crystalline marvel.

Der Leiermann translates as "The Hurdy-Gurdy Man." The hurdy-gurdy is an instrument where, to produce notes, you crank a handle that turns a greased wheel against its strings. Here’s the text of the song:

Behind the village stands a hurdy-gurdy man, cranking his instrument with frozen fingers. His begging bowl is always empty; no one listens to his music, and the dogs growl at him. But his playing never stops. “Strange old man. Shall I come with you? Will you play your hurdy-gurdy to accompany my songs?”

The piano does so much more than simply accompany the voice. Elsewhere in the cycle, it becomes a powerful storm, the rush of water beneath ice, a creaking weathervane, and much more. Listen for how, in this song, it conjures up the sparse drone of the hurdy-gurdy.

Winter Darkness (2014) performed by Nils Økland (Hardanger fiddle) and Georg Buljo (voice)

The Hardanger fiddle is a traditional stringed instrument from Norway. Contemporary players such as Økland have coaxed the fiddle into modern music, working with collaborators near and far.

Buljo has done much the same with joik (pronounced ‘yoyk’), one of the oldest vocal traditions in Europe. A joik is both a style and a song form, deeply rooted in the Sami culture of Sweden, Norway, and northern Finland.

All that said, this is a pretty traditional piece—but modern, close recording lets us hear every crack in Buljo’s voice and every bow across the strings.

Does it sound like "winter darkness" to you?

It’s never been easier to share music with each other: Here’s a link, there’s a playlist, and off you go. At the same time, my experience of music has become more and more private, more and more mediated by headphones.

We thought about the physical context: If looking at a screen put viewers into a mode of judgment, what environment might lead them into a state of openness and wonder? After a few false starts—and ruling out marijuana—we settled on a campfire. Everyone has experienced the magnetism of a flickering flame and its power to open you up to a good story.

Burning wood was going to be a challenge indoors. But then another part of our talk occurred to us, in which we identify iPhone addiction as a scourge that prevents people from engaging in creative daydreaming. What if we took away the audience's phones and used them to stoke up the flames rather than dowse them?

Here’s how the experience played out. We gathered everyone in a conventional classroom setting and ran them through a calendar review exercise (“Look at your last week and count the hours of creative imagination”). Then we shared some recent brain science studies that point to the power of daydreaming to cultivate creativity. Diving deep into the intricacies of neuroanatomy, we could tell we were losing people.

Just before everyone fell asleep, we herded them through a back door to another part of the building. Here, in dimmed light, we had each person load a YouTube video of a campfire and set it on top of a foam-core structure made by our designers in the Chicago office. Soon we had a raging digital bonfire of iPhones, with additional sound effects from having our audience gently crinkle Post-It notes in their hands.

No campfire would be complete without taking turns strumming a guitar and telling stories of things we’d done to rediscover our creativity, so that's exactly what we did. The previously restless audience sat on the floor, gazing at the virtual fire, curious and relaxed.

Look at your last week's calendar and count the hours of creative imagination.

We turned the floor over to the attendees. What strategies did they use in their own practice?

One colleague shared a story of hanging a lamp above his desk to serve as a beacon. When the lamp was on, it let others in the studio know he was available to talk. Another shared her technique of running away from distractions—literally, on foot—until her head was clear. A third announced he would try to change his mindset by drawing for a few minutes each morning when he got out of bed. As the session ended, we asked everyone to write down something they would try in the future to spark their own creativity. Commitments were made and notes were tossed into “flames” as attendees drifted away, dreaming of a new way to work.

In sum, here are 5 ways to design a non-boring meeting:

1. Start conventionally, then lead attendees to an unknown frontier
2. Confiscate phones
3. Commit to a gimmick so they don't complain that you've taken their phones
4. Play music
5. Ask people to share personal stories

*Only one iPhone was lost during the making of this session… but seriously, who took it?

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Our quest: to invent an un-boring meeting. My colleague Michael Hendrix (above, immersed in one experiment—a bubble-bath-based brainstorm) and I were preparing a conference session about the importance of putting yourself in a creative mindset. But the way we were delivering it—two dudes standing at the front of a room with a PowerPoint deck—was about as inspiring as the DMV. We needed the audience to experience the thing we wanted to teach.

I help organizations cut through complexity by shaping how they show up, through brand strategy, identity, and storytelling.

Working at the intersection of brand and business, I bring an editorial eye and a bias toward making—turning ideas into tangible experiences that people can understand, trust, and believe in.

My work spans government, healthcare, financial services, media, and consumer goods, from launching Gen Z-focused ventures to building innovation labs and reimagining legacy brands. I relish moments of ambiguity and enjoy translating across teams, perspectives, and priorities to move ideas forward.

I started my career in editorial and digital design, shaping cross-platform experiences and identity systems in publishing and agency environments. That foundation still shapes how I work today: I’m detail-oriented, collaborative, and overreliant on the Oxford comma. I hold a BFA in Visual Communication from the School of the Art Institute of Chicago.

For 25 years, I've asked the same question: Who does this design exclude—and what are we going to do about it?

My work spans human-centered strategy, inclusive design, and qualitative research, with clients ranging from Microsoft, Google, and Verizon to the National Science Foundation, and San Francisco Unified School District.

Before IDEO, I taught elementary school in East Palo Alto and spent a decade doing design work with social service organizations—where I learned firsthand what it costs people when systems are built without them in mind.

I am currently writing User Error, a nonfiction book about digital access and the design decisions behind it. I live in Oakland, California.

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My expertise spans brand, communication, and product design across tech, education, the arts, and social impact.

I believe great work demands both high-level vision and obsessive attention to detail, and only happens through collaboration.

I bring an inclusive, hands-on approach and a deep understanding of business, which enables me to consistently deliver excellence while always asking why.

Before joining IDEO, I worked at the brand firms Pentagram and VSA Partners. I began my career as a designer, leading teams at the School of the Art Institute of Chicago and the Milwaukee Art Museum. I hold an MFA in graphic design from Maryland Institute College of Art and a BFA in communication design from the Milwaukee Institute of Art & Design, and have taught at some of the best design schools in the US.

I am responsible for IDEO’s long-term success in China and working with clients to use design as a tool to enable growth. Specifically, I have helped Chinese companies design holistic brand solutions through the development of their products, communication, services, and innovation teams, and I have helped multinationals expand their presence and influence in China.

I advise global leaders on developing China-led innovation and capabilities.

In over 15 years in IDEO Shanghai, I have worked on projects that use design to elevate the quality of the experience of healthcare products and services, streamline processes that increase productivity, create spaces and programs that promote and enable inclusive communities, and build next generation mobility solutions that are planet-positive.

Before joining IDEO, I worked at Philips Electronics and the Electrolux Group in Italy, the Netherlands, and Singapore on a number of breakthrough commercial products. I am a member of the Young President Organization in Shanghai.