Keeping diabetes in check isn’t easy. Between checking blood sugar multiple times a day, keeping a detailed activity record, and logging food intake, staying healthy can be daunting.

But a recent advance in smart diabetes management—Ascensia’s CONTOUR NEXT ONE blood glucose meter and the CONTOUR DIABETES app—can give patients more clarity and control.

The CONTOUR NEXT ONE is the latest product to spring from a multi-year collaboration between IDEO and Ascensia Diabetes Care (formerly Bayer Diabetes Care). In 2009, Ascensia and IDEO developed the award-winning CONTOUR USB blood glucose meter—the first meter to plug directly into a computer, providing patients and their doctors with instant access to blood sugar data and personal trend reports.

Buoyed by the success of the first collaboration, Ascensia asked IDEO to help design a next-generation diabetes management system (and the company’s first internet-connected device).

To help reduce the stigma of checking blood sugar in public, IDEO designed the CONTOUR NEXT ONE to look and behave like today’s modern tech devices. The highly simplified, seamless system allows patients to upload blood glucose readings automatically to the app, which helps guide informed, real-time decisions. The meter’s red, green, or yellow smartLIGHT feature gives instant feedback about whether blood sugar levels are below, within, or above the target range.

Seeing contextual data, which includes physical activity logs and photos of meals, paired with recent and historic blood sugar levels, nudges patients toward healthier lifestyle choices and better control of their condition.

For doctors, the accuracy and quantity of the data combined with the app’s easy-to-read pattern views invites more comprehensive, actionable conversations with patients.

The CONTOUR NEXT ONE hit shelves in Europe in 2016 and is now available in the U.S. Ascensia is poised to develop more products enabled by rich, personalized data to help people with diabetes live longer, healthier lives.

What if we could use the sky to provide alternative solutions to these problems, creating more space for living and transportation? What exciting future awaits us?

At JAXA’s Aeronautical Technology Directorate (ATD), researchers are conducting research and development on aviation science and technology for the future. They are working to affect positive impact through research like noise reduction of airframe and an integrated aircraft operation management system for disaster relief and crisis management.

Normally, JAXA begins their projects by examining the needs of the aircraft industry or comparing themselves against global technology standards. This approach often leads to ideas that are merely an extension of the current technology. JAXA needed a new approach in order to create radical ideas and real change.

The key question was: What solutions would emerge from prioritizing people’s needs over the most advanced technological possibility—taking a human-centered approach to tackling the most pressing societal challenges?

JAXA ATD voluntary partnered with IDEO to attempt to answer this question, identifying new research areas by envisioning people’s needs in the near future. Together, JAXA and IDEO developed four scenarios of future societies.

The scenarios do not necessarily focus on technologies. Rather, the focus is on telling stories that help readers put themselves in the shoes of the four personas. At the same time, the team worked with industrial designers to illustrate convincing demonstrations of the vehicles and machines of the future.

JAXA’s team embraces the belief that “technologies developed at JAXA should incorporate emotional aspects to blend seamlessly into people’s lives.” Driven by this philosophy, the visual design of the four scenarios used a friendly illustration style intended to be approachable and understandable for people of all ages.

In order to develop human-centered concepts from scratch, the IDEO and JAXA team first undertook research and inspiration-gathering. They skydived, observed cities from above, brainstormed with students from the department of architecture at Waseda University. They interviewed airline employees, a former Judo world champion, skyscraper lovers, a business producer who focuses on new working styles. Throughout the research phase, the team explored the possibilities of the sky as a “living space,” not just a place for transportation.

The team was surprised and excited when they learned from a former fighter pilot that old cockpit designs were inspired by the Japanese tea room, highlighting a historic precedent for taking inspiration from real life to inform new technology designs.

The team synthesized their research and developed several concepts, each informed by a different social issue or pressing concern. Each issue was brought to life through a fictional personal narrative.

How might we relieve city congestion and pollution using the sky, while still keeping it clean and blue? Floating public lights, a skyway that regulates air traffic, camouflaged planes that keep the sky blue—concepts introduced in this scenario were the closest to the technologies already being researched at JAXA ATD. They show us how the sky could become an infrastructure that supports our daily lives. Meet Ayame, a girl from Gunma prefecture, ready to begin her college life in Osaka.

How might we make travel feel easy for people of all ages, no matter how far they need to go? While the researchers at JAXA ATD are working to improve the mobility of aircraft, like reducing air friction or increasing the engine efficiency of aircraft, this scenario explored how people could travel door-to-door through the sky with or without aircraft. A day-in-the-life of Naoto, a 72-year-old man who commutes twice a month from Tottori to Tokyo for medical checkups.

How might we leverage the sky as a resource for reusable energy and economic growth? One of the criteria of JAXA’s R&D activities is to improve the environment. While JAXA has been focusing on “protecting” the environment, this scenario focused on “creating” new environments. A day-in-the-life of Toshi, who runs a “sky-to-table” farming business.

How might we help people live with peace of mind, even during a disaster? JAXA’s disaster relief technologies have been extremely valuable in countries like Japan, which frequently suffers from natural disasters. In this scenario, we approached the problem from victims’ point of view while exploiting the potential of a network of aircrafts and other flying objects. Here's the story of Yuri, a victim of an earthquake in Tokyo who reunites with her family after evacuating to the sky.

The purpose of the project website is not to present answers, but to introduce new directions towards an exciting future. By presenting JAXA ATD’s vision through these four scenarios, the team invited people from all industries and of all ages to participate in co-creating the future.

Just like movies, cartoons, and novels from childhood stimulate the imagination, this project aims to spark new conversation and vision for a radically different, positive future.

By illustrating and communicating a more human-centered future to a wider audience, Japan’s top aeronautical technology development agency may already be changing the future of the sky for the better.

The speed and scale of change in our world are unprecedented. As more people relocate to cities, our lives are impacted by urbanization problems such as pollution, congestion, depopulation of rural areas, resource, and energy deficiencies.

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For factory operators, a smart valve is a game-changer. It gathers data on how smoothly the system is running and feeds it to an app, making it easier to troubleshoot from anywhere. And when things get overheated, it can automatically shut down the machinery, avoiding a meltdown.

Georg Fischer (GF), the Swiss-based, B2B industrial manufacturer collaborated with IDEO to design that valve, along with a system that adds value for generations of engineers to come.

And there were some surprises along the way. When the team set out to interview customers, they learned a lot about their real needs. “We showed a customer a sacrificial concept of a smart valve and asked, what do you think about this?” says Laura Barrabia, GF’s Head of Corporate Design Thinking. “The customer answered, we don’t want your valve to be smart, we want to be smart. If GF is providing a smart valve, where is my value?”

For GF Piping Systems, these insights helped shape initial prototypes and guided the direction of the design to something that would tie parts together into smart systems and more efficient industrial facilities—a competitive advantage.

Yves Serra, GF’s CEO, recognized early on that his company needed to strengthen its customer-centricity and digital capacity, so he approached IDEO to begin shifting GF’s culture from engineering-led and procedural to customer-focused, multidisciplinary, collaborative, and flexible. That kicked off a decade-long relationship that would help GF take a design-based approach.

Learn what it means to move from being technology-driven to being truly customer-centric.

To help GF identify clients’ pain points and address them with new digital offers, IDEO proposed three “lighthouse” projects, one for each of GF’s divisions: Piping Systems, Casting Solutions, and Machining Solutions. Lighthouse projects (also called “Beacons”) are proofs of concept that light the way for an organization and help it shift its way of working.

For example, GF Machining Solutions built a prototype for an application that uses real-time data to help customers identify and fix problems in the machines, laying the foundation for truly predictive maintenance. Making data streams more transparent for customers also simplified life for the GF service engineers, who keep the machines running.

Learn how Georg Fischer is moving from hardware offerings to digital solutions.

For GF Piping Systems, the design team developed the GF Digital Line, a set of products, apps, dashboards, and other services that help customers plan, install, and maintain water and chemical piping systems. GF teams went back to customers to test several prototypes and gather feedback on the Digital Line and make sure it addressed current and future needs. They also built internal capabilities to support product development, laying the groundwork for future innovation.

Lastly, IDEO helped GF Casting Solutions escape the “commodity trap” of competing with foreign automotive suppliers. To better understand the pressures car manufacturers face, the design team explored the development cycles of two car manufacturers. They learned how challenging it is to implement solutions to reduce vehicle weight—essential for cutting fuel consumption. As an expert in aluminum die casting, GF was well positioned to help manufacturers meet that challenge, not just with quality parts, but also with digital engineering to deliver cutting-edge lightweight casting solutions, which are harder to replicate.

By the end of these lighthouse projects, GF had rolled out a global design thinking training program that had touched more than 1000 employees. After the training, employees throughout the organization adopted a new way of working and became passionate ambassadors. The enthusiasm spread from the R&D department to HR to finance and many other departments.

Today, GF has permanent design thinking and digital teams to continue this work. All three divisions aim to launch the first releases of their lighthouse projects by early 2019. And with every project, GF’s business—and solutions—get smarter about how to meet the needs of a fast changing world.

IHG’s ambition is to grow in service of its guests around the world. IHG’s Atlanta-based team had identified a major opportunity for hotels in the midscale space—a market segment known for its inconsistency.

Alongside colleagues at London-based forpeople, IDEO was invited to help IHG shepherd that business opportunity into a human one, by asking how IHG might reimagine the everyday travel experience for people relying on this category of hotel. What kind of offer might resonate equally with guests and with the owner/operators who’d need to buy into a new brand and bring it to life?

IDEO began by talking to travelers to better understand their lives, values, and needs—travelers who spend one or two nights on the road a few times every year; travelers who regularly take short trips to small cities or away from city centers; and travelers who live on the road, moving from hotel to hotel. These included court stenographers, medical technicians, consultants, conference-goers, and more.

Early research insights evolved into two distinct concepts for a new hotel brand, which were built out into two full-scale physical prototypes at IHG’s design center in Atlanta. Over three weeks, IDEO and its IHG partners led potential guests and hotel owners through each model, gathering their feedback on new formats for breakfast offerings, service details, booking experiences, and overall tone.

The investment in prototyping paid off with surprising and actionable insights. Despite wide variation in occupation and income, these guests are sophisticated and self-reliant; they know what’s out there, and they know what’s reasonable to expect. In fact, many describe a syndrome IDEO dubbed “anticipation anxiety:” the sense of dread that comes from not knowing whether a lower-priced hotel is going to be clean or safe, or provide a bed that enables restful sleep. Many have so little confidence in the cleanliness of hotels in this price range that they travel with their own packs of wet wipes.

IDEO, along with the IHG team, recognized these behaviors as an unanswered cry in the market. The purpose of the new brand crystallized around extinguishing that anxiety and rewarding guests with something much better. avid hotels exceeds its competition by doubling down on quality in just a few select areas: an extraordinary mattress; rigorously high standards of cleanliness; a focused, high-quality, grab-and-go breakfast and coffee experience; and an overall tone of warmth and straightforwardness.

These guests made clear that for trips like this, they aren’t interested in bells and whistles, or communication that isn’t frank or to the point. That led to an insight that upends an industry truism: for these guests—and there are many of them—choosing a hotel is rarely only about the price of the room. avid guests can often afford to stay in a more expensive place for a honeymoon or a vacation or a trip with friends; they’ll spend more when they need more. But for functional stays of one or two nights, it just feels wasteful. It goes against their values and their principles.

IHG and IDEO heard a clear call for a sense of focus and affordability—but never at the expense of quality. Guests should be able to access a simple booking process, rooms designed for sound sleep, and a quality breakfast, all at a fair price. And hotel owners ought to be able to deliver that experience with confidence and consistency, at costs that build a compelling case for their own business.

That’s what avid hotels is designed to deliver, every single time. Early traveler reviews have been exceedingly positive and have noted specifically the unique differentiating offers avid brings to the market.

Within a year of partnering with IDEO, IHG had issued 150 avid hotels licenses to franchisees in the US, Mexico, and Canada, and announced a development deal for 15 avid hotel locations in Germany over the next five years—a scale of success that came at unprecedented speed for the industry. The collaborative, inclusive design process is now serving as a model for how to develop robust, guest-centered hospitality brands that deliver where it matters for people.

For one, creating keeps you inspired, giving you something to cling onto during those moments when the daily grind gets you down. It also forces you to push your edges—creatively, mentally, maybe even physically. By exploring your own creativity on your own terms, you’re bound to uncover new ways of thinking and working that will serve you in more ways than one.

Not sure where to start? Soak up some inspiration from IDEO designers whose side projects keep them sharp and creatively engaged.

1. If you want to learn a new skill...

IDEO New York’s Alex S. calls himself a “digital alchemist”—in other words, he loves making weird stuff on his computer. When he decided to teach himself 3D coding, he embarked on a slightly unsettling but majorly entertaining side project to create an online, 3D dance floor for his virtual colleagues to get jiggy with it.

READ: How I Taught Myself to Code in 3D

2. If you’re ready to roll up your sleeves and make something…

In his role as a design director at IDEO Cambridge, Michael Hendrix spends his days thinking big (and staring at screens). To keep his fingers nimble and his mind open, he started a simple yet satisfying side project: Making a paper collage every morning.

READ: I Chop Up Faces Every Morning and So Should You

3. If you’re looking to start a business on the side…

Kim Powers spends her days designing the experience of working at IDEO San Francisco. Two years ago, Kim and her husband purchased an abandoned dry cleaners and transformed it into a coffee shop—and the journey turned out to be directly relevant to her work.

READ: Thinking About Starting a Side Business? Read This.

4. If you want to find a way to mash up your passions…

Legal designer Sean Hewens has a taste for the absurd. On one hand, he’s a fictional mapmaker, and on the other, he brews his own beer. Sean’s side project manages to combine those seemingly unrelated hobbies into what he calls “the ultimate beer drinking experience.”

READ: What Brewing Beer Taught Me About Design

5. If you'd like to build your kids something special…

When she’s not designing software at IDEO Cambridge, Ashley Holtgraver is busy raising her newborn son. To help him grow up healthy and unscathed by the pressures of today’s digital world, she used her programming skills to build her son a “Slow TV.”

READ: Why I'm Building a TV For My Baby

6. If you want to get involved in your community…

Jacob Waites spends his days designing for emerging tech with IDEO CoLab, but on the side, he’s a founding member of Foremost, a creative collective intent on bringing culture to small town Florida. Together, the collective gutted an old gas station and transformed it into a community art center.

READ: How We Turned an Old Gas Station into a Community Hot Spot

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At IDEO, we’re passionate about our jobs—and everything else. Our writers, designers, and researchers spend their spare time going after everything from beer making to starting their own businesses, making toys to writing stories. Why? Because big, small, physical, digital, experimental—no matter what we create, we know it’s valuable.

Some of the best lessons I learned on the topic come from my time working at IDEO.org, our non-profit arm, which focuses on improving the lives of people living in poverty.

Here are some key lessons that can strengthen your approach, no matter where you’re designing.

1. Lead with empathy

While at IDEO.org, I worked on Health XO–a team focused on designing better access to birth control. Translation? We went into urban and rural communities throughout East Africa and talked to teens about their sex lives. These conversations are very personal for anyone, but for many of the teens we spoke to, having a sex life before marriage is stigmatized and risky. In this situation, having empathy meant considering all aspects of the topic: the individual experience, cultural taboos, and the larger community.

Because the stakes were high, I found myself paying particular attention to how I conducted research. Was the setting private enough for the young women to feel safe? Was a group interview among friends a better way to structure it? Would the girl feel more comfortable if we met a few times before launching into the more personal topics?

This experience made me realize how important it is to take a moment before every interview to make sure my attitude is collaborative, not extractive—even in for-profit design work. This makes all the difference in protecting and honoring the people you’re researching.

Ask yourself: What can I do to make this experience beneficial for my research subject? How might I approach their situation with empathy, and without the end-game in mind?

2. Find out what happens when no one is watching

Maybe you’re designing something you know a bit about. Or maybe you just have an idea about what would be cool to make, and prototyping seems like a waste of time. When we’re designing in our own backyards, it’s easy to ignore prototyping. But as I began designing in less and less familiar contexts, I found the value of prototyping increased significantly. The prototypes had to speak for themselves.

When our team worked with a local organization in the Kibera neighborhood of Nairobi, we were tasked with finding more effective ways to engage men and boys in reporting instances of gender-based violence. In order to understand the contexts where people felt most comfortable making reports, we worked with local metalworkers to build boxes where anyone could anonymously drop a written report about incidents. We installed them throughout the neighborhood: in bars, public toilets, on the street, and in barbershops. Within a few days, we began to see patterns in where reports were—or weren’t—submitted. This informed our strategy going forward.

Prototyping is especially important if you want to observe behaviors that can be difficult to suss out through interviews alone.

Ask yourself: How might we build a stand-alone prototype that more effectively gauges how people might behave when nobody’s watching?

3. Help your clients build their own design skills

Deliverables matter. But without client ownership, even the most thoughtful design can gather dust. This is true no matter who your client is. But when you factor in a separation of 9,586 miles between you and your client, skill-building suddenly feels much more important.

One of the largest scale projects I worked on with IDEO.org was with Marie Stopes International. Our goal was to design avenues for teen access to birth control information and services, across all of Kenya. We worked side-by-side with the health workers who go from town to town as traveling medics. Not only were we learning from them, but we were also able to share how they could use design thinking methods to improve their current model.

Making sure that all team members have the tools they need starts with understanding the value that you—and your clients—bring. Our partners on the ground offered incredible expertise in the local landscape, regulations, and healthcare needs. We offered tools and a way of thinking that enabled these healthcare providers to try new ways of working, based on human-centered insights and a shared vision.

Ask yourself: What are the superpowers that my client has? How can I harness this knowledge in our designs, and include them in the creative process?

See what I mean about constraints? The next time you’re approaching a design project, take a moment to consider how you approach your work. Chances are, a step back from your day-to-day perspective will help improve your process, and your output.

Constraints are a designer’s best friend. When you have a small budget or a tight timeframe, constraints help you focus, force tough decisions, and require you to take a very exact approach. The more I design, the more I have come to value constraints. When you’re working on low budgets in emerging economies, with a language barrier, or in rural conditions, embracing the design process is key.

So last summer, in search of some sort of spark, I decided to take on a personal project: I would make one animated GIF per day, every day, until I felt like stopping.

It may sound silly. GIFs often are. But it turns out, making GIFs is a great design exercise.

For one thing, they’re extraordinarily simple by design. Steve Wilhite, a computer scientist working at Compuserve, the first big online service company in the U.S., created the GIF in 1987. He had been asked to make a simple graphics format that works on all kinds of computers and could display sharp images even over slow internet connections. (Yes, in the late 80s the image quality of a GIF was considered “sharp.”) One of the first animated GIFs is this famous airplane.

What he wasn't asked to do was create a platform for animation. In fact, the spec sheet for the then-new file format clearly states that though GIFs could be used for very limited animation, that isn’t what they were made for.

But that’s largely what we use them for these days, which means we end up working under a lot of constraints. And creativity thrives under constraints! You have to experiment to leverage limitations and quirks and make them work to your advantage. When you make a GIF, you’re working with a limited color palette (less than 256 colors). Your animation has to be very short and simple or else your file size will be so big that the GIF is no longer easy to share / quick to load. The small file size might frustrate you, but it also might force you to think more abstractly about the most concise way to communicate something complicated.

Another defining constraint: GIFs generally loop. And since those loops are short, you’ll usually see this a GIF in its entirety a couple of times. The best GIFs take advantage of this constraint and make it a central component of their design.

One last incredible thing about animated GIFs: They’re not precious. People aren’t afraid to mess with them. So many animated GIFs are the result of people adding to or altering or juxtaposing existing media, which is sort of like a weird form of collaboration if you look at it from the right angle.

With all those things in mind, I started the challenge.

Since each of these were so small and self-contained (I worked on them once for a limited amount of time and then never returned to them), I felt free to make some that were purely formal or technological explorations, which is not typically my jam. I played around with the tools and applications to see the unexpected things I could do with them. Stakes were low, possibilities endless.

This project revived my passion for making things. Because of the medium’s limitations and my self-imposed one-GIF-per-day requirement, I couldn’t let what I made get too complex. The GIFs were quick, self-contained, and ultimately really joyful to create. I had to to embrace experimentation and overcome the fear of sharing "bad" design that plagues so many designers. If you force yourself to make and share something new every single day, guess what? Some of that stuff probably isn't going to be your best work, and that's all right. This is an attitude and approach that I've carried with me since starting my GIF project, and I think it's made me a much bolder and better designer.

Eventually, a cross-country move and a new job meant I was both more regularly inspired through my work and a whole lot busier, so I stopped making daily GIFs. But I have decided to keep up with weekly GIFs—and a lot of my colleagues in Chicago are now doing it with me. It sounds like a small project, but for us, it has made it easier to share half-baked ideas, inspire each other, and keep on making.

Need a little help getting started? I learned by converting from video to GIF with Photoshop, and this guide can explain how. And for those who are less technologically inclined or don’t have access to Photoshop, Giphy’s GIF Maker is a great tool.

In a previous job, I was really struggling to feel inspired or challenged. That’s not ideal when your job is to be creative and make things, so I was a bit desperate to find something that could help me rediscover the joy in making—after all, that was what had drawn me to becoming a designer in the first place.

I kept going over books, blogs, and videos, hoping for a moment where it all clicked and suddenly I became a chip whisperer. But it just wasn’t happening.

Then things changed. I bashed my fingers into my keyboard for days, failing over and over again until finally—it worked. I had a project idea that tickled my brain in just the right way. It was weird, and it was mine. I made something work, something I liked and that was just for me. I’ve been chasing that high ever since.

Looking back, I can see now that what really changed my relationship to code was letting my creative process lead. I was trying to make “useful” stuff, and that's not always necessary when you’re learning. Let the weird in! We worry about how the computer thinks when we’re learning to code, assuming that it’s smarter. It’s not. It’s a dumb box with lots of opinions. When I started worrying less about how it thought and more about what I was trying to achieve, I was able to find little toeholds in the translation process. I was able to work backwards from an idea, and break it down into tiny little steps. These steps are what every code project is made of.

I wanted to help my colleagues glimpse this feeling of creativity and control over programming—without having them touch a computer. I’m a lover of generative art and have long been inspired by the work of Sol LeWitt. His works are sets of instructions that can be interpreted and performed by anyone. This is also how a computer works. You give it instructions and it interprets them to perform some kind of function. (Literally, the part of the computer that reads code is called an “interpreter.”)

Our studio has a bi-weekly tradition called Make(Believe)Time. At each session, a member of the studio comes up with a creative activity to get us out of our heads and thinking more playfully. It might be to invent a new game, design advertisements for a future Earth invaded by aliens, or exploring our senses through making something strange. Ben Swire runs Make(Believe)Time and helped me craft a session that made this translation of code come to life with needle and thread. Each person received sewing supplies and a blank manila card (made to look like an old Fortran punch card). Everyone was asked to write simple instructions for a stitch on the card. Here are a few:

Ben and I shuffled and distributed the cards into groups. We explained that each card is a statement, a simple bit of instructions to be interpreted by the individual sewer. When each person was done with their statement card, they were to pass it to their neighbor until the group had shuffled through all of the statements. Each group of sewers would be acting like a programming function, performing a collection of simple directives.

When a group was done performing their “function,” their data (aka, the cards) was passed to another group. Much like in a computer, data was passed from one function (output) to another where it was added to (input). We were a human computer!

We were delighted to see the wild differences between each group's interpretation. That balance between constrained instruction and broad interpretation touched an interesting space between active and passive creativity. It was fun and inspiring to see the wide range of outputs that came from such simple instructions.

We’d love to hear how you explain complex processes through tangible experience. Send us your story!

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Despite what I was led to believe, learning to code was excruciating. Throughout the process, I was convinced that I was dumb and should just get really, really good at Excel because that’s as close as I’d ever get to making a computer do anything by typing at it.

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.