The IDEO team quickly discovered that the challenge of designing a Digital@FEMSA super app for tens of millions of customers was matched only by the operational complexity of bringing together different teams that had already created various apps with separate value propositions. Not to mention the 22,000 stores specifically tailored to local communities.

To kick off the project, the IDEO team built on FEMSA’s already deep understanding of its customers by meeting them in their homes and communities. The team discovered that users didn't care about long-term rewards; instead, they wanted everyday help to thrive long-term. Connecting omnichannel rewards to regular spending would allow them to save time and money—something they said was particularly important. Along with market research, insights like these directly informed the app's design, ensuring that it was compatible with users' everyday habits and preferences.

Meanwhile, the project team also worked to ensure the app fit the priorities of the various teams inside Digital@FEMSA, designing a comprehensive process for testing joint value propositions. Together, the team created a new design system, iconography, and set of unifying principles. IDEO also worked closely with the Digital@FEMSA teams to ensure that the app's design was in line with their strategic goals and technical capabilities, and built the app's initial information architecture. They incorporated secure transactions, effortless coupon redemption, personalized offers, and a cohesive loyalty program.

From there, the IDEO and Digital@FEMSA teams quickly transitioned into the design and development phase, producing prototypes of the new app, dubbed Spin Premia. With the help of user testing, they were able to continuously iterate to improve the app's features and functionalities, creating a user experience that was both seamless and intuitive. In just 10 months, they went from a small digital team with an ambitious idea, to a 150+ people product organization and an MVP launched in one region. And thanks to a tight partnership, the teams were able to seamlessly integrate Spin Premia into Digital@FEMSA's existing systems, resulting in a scalable implementation nationwide just a few months later.

The introduction of Spin Premia was a milestone in FEMSA's digital transformation path. Following a true ship and iterate model, just a few months into the project, the company released a smaller, focused version of the app in just one city in Mexico to quickly learn from customer experience before expanding to new regions. Since then, the Spin Premia app has quickly gained popularity, offering a safe and user-friendly platform that millions of Mexican consumers have embraced. It has also allowed FEMSA to broaden its digital portfolio and extend its customer base throughout Mexico, elevating customer satisfaction and fueling business expansion.

13 million Mexicans visit FEMSA’s OXXO convenience stores every day. But the company had ambitions to leverage digital experiences to increase customer engagement.

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To get there, Digital@FEMSA needed to deliver exceptional digital products with the agility to serve an entire population.

4.7 stars

Spin Premia’s app store rating

22.8 million

active Spin Premia program users

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Midscale hotel brands are the fastest-growing hotel segment in the US, attractive to both travelers and hotel owners. But often, their messaging feels repetitive, and travelers have a tough time differentiating between them. With a warm, thoughtfully designed midscale brand, IHG had an enormous opportunity to distinguish itself in a crowded market. 

IHG’s goal was to deliver a guest experience that felt genuinely unique and resonant—and quickly. With costs on the rise, many owners were motivated to turn toward conversion brands, which allow them to refurbish hotels under a new brand rather than invest in construction, a way to grow their portfolio in a tight financing market. Meanwhile, IHG’s competitors were set to introduce new conversion brands of their own. The company was looking for a partner that could work swiftly and iteratively to deliver a distinct brand.

For the IDEO team, the answer lay in communicating the brand’s value, starting with a custom logo rendered by hand. Inspired by vintage sign painting and modernist typography, the team sketched different versions of the letterforms, reviewing them with IHG until they had a set that brought to life the generosity and sense of invitation associated with the hotel’s spaces. They also worked to ensure the wordmark was visually balanced and would translate well across a variety range of scales. From there, they built an expansive brand world, including bespoke navigation icons, a full interior and exterior signage system, and a video to support the Garner launch.

The result is a hotel brand that stands apart in its category for both travelers and owners: thoughtful and well-designed yet affordable. As competition in the midscale segment continues to increase, Garner has been central to IHG’s growth strategy. Launched in the fall of 2023, Garner opened 100 hotels worldwide in just 16 months, making it the fastest-ever IHG brand to scale globally. The brand’s increasing popularity among owners and developers is driven by the growing demand for conversion properties, which accounted for 52% of IHG’s room openings in 2025. Garner plans to continue its rapid expansion with nearly 80 additional hotels in 12 key markets, including the US, Mexico, Italy, and Japan.

Conversions account for 12% of the global hotel pipeline, enabling hotels to switch brands and refurbish, boosting revenue without expensive construction.
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The US midscale hotel segment, valued at $14B, is expected to reach $18B by 2030.

100 new Garner Hotels

in less than 3 years—the fastest-scaling brand in IHG's history

500 Garner Hotels

planned in the next 10 years; 1,000 over the next 20

Alzheimer’s and dementia are notoriously difficult to treat—and scientists estimate that some 50 percent of people who have dementia are undiagnosed. Recognition of symptoms and early intervention are key. Together and IDEO set out to conduct user research to inspire new products that would help patients with cognitive decline take charge of their brain health.

The first priority was to expand the reach of the Moving Together program, which combines group movement exercises with mindfulness techniques, led by a trained group instructor. The IDEO team conducted remote and in-person interviews in Florida, where one in five residents is age 65 and older, and rates of Alzheimer’s and dementia are among the highest in the country. One of the key insights the team discovered was that many older adults didn’t understand how behaviors like smoking, exercise, and diet can be risk factors for cognitive decline. Their input inspired a new design principle for the program: “No naked feedback.” Any time participants received health coaching advice about modifying their lifestyle, they would also be given resources on why and how to do it, so they would have a pathway to boosting their brain health. 

The IDEO team folded insights like this one into the design for four new product offerings, including personalized brain health education, new online community engagement tools, partnership programs, and health coaching services, as well as a new user interface to illustrate them. Along with Together they also developed an implementation roadmap of next steps to bring the new digital product offerings to market, such as hiring a brain health coach and creating a new course curriculum. Now, Together has enrolled 165 people in the Boost Your Brain Health Clinical Trial, which is looking at outcomes such as reduced risk of Alzheimer's and maintenance of cognitive function for the Brain Health Together program. With trial completion in Q3 2024 and product launch in early 2025, growing numbers of people with MCI will have access to this exciting program. Together incorporated almost all of the elements from the IDEO roadmap into the final curriculum, and the team often refers back to insights the team gathered as guiding design principles.

Fighting barriers to diagnosis

With its online program growing, Together wanted to take on an even bigger problem: dementia underdiagnosis. Co-founder Dr. Deborah Barnes had recently developed an algorithm that uses patients’ health records to calculate their risk of undiagnosed dementia, called the electronic health record Risk of Alzheimer's and Dementia Assessment Rule (eRADAR). Together was looking to find creative ways to equip and empower providers to use risk scores like eRADAR in primary care settings.

One piece of the puzzle? Many primary care doctors are unaware that better management of Alzheimer’s disease and dementia can have a positive impact on other chronic health issues—like diabetes, hypertension, and depression. So by encouraging providers to prioritize dementia care, they can help support the overall health of older adults with cognitive decline. The IDEO team recommended a curriculum for continuing education courses for doctors that make that link clear—another step toward increasing dementia diagnosis and improving overall health.

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Better help, sooner

To understand the patient experience, Together and IDEO decided to work directly with patients and caregivers to uncover what was stopping them from asking for dementia screening. The IDEO team quickly learned many patients were afraid of facing a diagnosis that signified a loss of agency and control, especially when they didn’t believe there were good treatment options. Often, they were unaware that there were things they could do to improve their brain health. They needed to know what steps to take after a diagnosis, and who could provide actionable advice. In response, the IDEO team designed a digital activity toolkit and physical booklet to guide patient families through the early stages of a dementia diagnosis, including recognizing the signs and symptoms, having better conversations with their doctor, and getting connected to support groups and programs like Moving Together.

Solving the problem of dementia underdiagnosis involves complex systems-level thinking and designing for the entire health ecosystem of patients, providers, and insurance payers, and solutions for Alzheimer’s and dementia care are still in their infancy. But already, this work is empowering patients and doctors to prioritize brain health and get screened sooner, and Together, which has since been acquired by Linus Health, is still working to move dementia care forward.

Approximately 12-18% of people aged 60 or older live with mild cognitive impairment, while memory loss, Alzheimer's and dementia affect more than 50 million people around the world.

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An estimated 50% of people living with dementia are undiagnosed.

165 enrolled

in the Boost Your Brain Health Clinical Trial

Many companies view culture-building initiatives as nice-to-haves. At Moderna, Mindsets are a business imperative, crucial to its plans to develop breakthrough products quickly.

For companies working on solutions as vital as a COVID-19 vaccine, delays and mistakes don’t just mean missing a product launch date—they’re life-or-death, and on a large scale. Moderna had to ensure that its employees knew how to make the right decisions, evaluate risk, and move quickly—even if they came from organizations with more bureaucracy and less risk tolerance. In 2021, IDEO sat down with longtime Moderna veterans to hear stories about moments that exemplify the company's culture, like the day a critical piece of equipment arrived but was too big to fit through the door. Taking it apart would have added days to their timeline. So employees took sledgehammers to a wall instead. Stories like this one fed into the crafting of the list of Mindsets, such as “Act with urgency: Action today compounds the lives saved tomorrow” and “We behave like owners: The solutions we’re building go beyond any job description.”

To gather feedback, the team shared the draft Mindsets with a diverse set of employees—new hires, veterans, folks already closely aligned with the culture, folks for whom it wasn’t the most natural fit, and a plethora of employee resource groups. CEO Stéphane Bancel and the leadership team took crafting and iterating on the Mindsets very seriously, wordsmithing and tweaking them with the team until they were ready to share them officially. Now, new hires learn about the company’s Mindsets in Moderna ONE, an onboarding process that IDEO helped revamp, while existing employees attend a workshop to ensure everyone at the company knows not only what to do but also how to do it effectively. In a matter of weeks, IDEO helped Moderna codify its culture for employees and set the company up for continued success. Moderna continues to embed these Mindsets across the entire employee lifecycle to systematically scale its culture.

For employees new and old, the clarity of the Mindsets has made it easier to understand expectations and to understand the company itself. Long-term veterans responded with comments like, "These really help explain why we're working this way,” while one newbie said, "It feels like a homecoming to hear the culture that we’re trying to bring through.” But more than just solving a cultural issue, the new Mindsets have fulfilled a business imperative: Holding on to the secret sauce that made Moderna successful to begin with, setting the stage for its next five years of breakthroughs.

When the World Health Organization (WHO) declared the COVID-19 health crisis a pandemic in March of 2020, Moderna had fewer than 1,000 employees. Four years later, it’s more than five times the size.

Ranked #1

BioSpace Best Place to Work, large company in 2024

Ranked #6

Boston Consulting Group’s 50 Most Innovative Report in 2023

Ranked #4

Deloitte’s Technology Fast 500 List in 2023

In The Octopus's Build Your Creative Confidence series, we’ve shared exercises and activities from the book to help you approach challenges from a new perspective. We’ve compiled all ten exercises here in hopes that you’ll hit the ground running on your creative journey and excel in a future where creativity is currency.

1. Mindmaps: Push yourself to think divergently and creatively

When searching for innovative solutions, mindmaps can be a powerful way to come up with new ideas or gain clarity about a topic of exploration.

2. 15 Seconds of Brilliance: Increase your creative output

Even if you never get to experience Andy Warhol’s fifteen minutes of fame, you’re likely to have your own moments of brilliance once in a while. When that happens, be ready to capture the magic.

3. 30 Circles: Jumpstart an ideation session

This quick, simple exercise is perfect for getting warmed up. Use it with a group as an icebreaker or on your own when you need a jolt of inspiration.

4. Empathy Maps: Lessons from observing human behavior

You’ve gone into the field in search of knowledge, meeting people on their home turf, watching and listening intently. But synthesizing all that data can be a little daunting. Organize your thoughts with this tool.

5. I Like, I Wish: Encourage and accept constructive feedback

We all instinctively know that constructive critique is essential, and yet it can be hard to listen to and absorb feedback without letting our egos and defensiveness distract us from what may be a valuable message. Use this exercise to help introduce feedback into the innovation process.

6. Speed Dating: Warm up a group and break down barriers

Creativity thrives amidst free-flowing social discourse. To get a roomful of strangers to innovate, start by breaking down some of those pesky social barriers. By carefully thinking about your group, you can craft this exercise to prime your participants for the work that comes next.

7. Nickname Warm-Up: Eliminate hierarchy to improve idea flow

While the previous exercise useful in situations where people don’t know each other well, sometimes you’ll encounter the opposite problem: a group meeting where people know each other too well. This warmup allows folks to “try on” a new persona and new behaviors.

8. Customer Journey Map: Empathize with customers, employees, and other end users

A journey map helps you think systematically through the steps your customers—internal or external—have when they interact with your product or service. Use this exercise to drum up new insights about your end users.

9. The Dream/Gripe Session: Define a problem to work on

Dreams and gripes are both a normal part of the innovation process. In this exercise, pair folks up to translate conversations into creative thinking challenges.

10. The Wallet Exercise: Help your group understand innovation thinking

The exercise uses a simple object that most people carry with them as a prop to discover needs, design and prototype solutions, and get user feedback. It gives everyone a chance to cycle quickly through the human-centered design process.

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Creativity is on the rise as a top skill leaders will need to face the increasingly complex challenges the future has in store for them. For those who identify as "creative types," this is likely music to your ears. For those who don't, stay with me! As luck would have it, IDEO was founded on the belief that everyone is creative—and that creativity, like any other leadership skill, can be learned and practiced. In 2013, David Kelley and Tom Kelley put that belief down on paper in their best-selling book, Creative Confidence.

I must say: Designers have an advantage when it comes to communication. We have the benefit to use not only our words, but also visualizations, from sketches and 3DCAD to infographics and physical objects. Designers are capable of making words real, expressing an idea in form, color, material, and finish. We truly are tangible storytellers. But having the means to make ideas tangible doesn’t necessarily solve all communication issues—we all speak nuanced languages and carry biases toward the things we already love to hear, see, or experience.

You may have heard of the 5 Love Languages, a tool to help characterize the ways we give and receive love. What if a similar tool could be built for designers? What if, before sharing an idea, you could learn the “design love language” of your audience? You learn your romantic partner’s love language to better connect with them; you might learn your colleague’ design love language to better collaborate, or a client’s design love language so you can craft the perfect presentation.

Here are 4 “languages” to help you communicate the value of your design straight into the hearts of your audience:

1. Storyteller’s Circle

For many people, it’s the story behind your idea that will really make it sing. This goes far beyond how the idea solves a problem for people and the business; that should be a given. It’s about the thoughtful descriptions of how the idea came about, why it will make a positive impact in the world, how it was better than other ideas, and why you feel confident about that.

The team we worked with at PillPack did this masterfully. During the research phase of the process to redesign how patients engage with pharmacies, we heard personal, painful stories about dealing with the US healthcare system. Standing in long lines, keeping up with expiration dates, making sure you take this medicine with food and that one on an empty stomach—patients told us it's overwhelming. We could immediately tell there was a huge opportunity to design something to solve for these problems, and the stories we heard inspired the team to create a single vision, strategy, experience, and identity that consumers quickly understand.

To gauge whether your story will resonate, try rehearsing it as if you were speed dating. If people understand your concept in a single sentence or get excited in the first 30 seconds, you’re on to something.

2. Make it Zing

There are some ideas that make us express feelings that are beyond words—“oooohs” and “aaaahs.” For people who need that ah-ha moment to really make a new idea click, it’s your job to make them say, “Oh, wow.”

When sharing IDEO’s vision for the future of mobility, I’ve heard people remark, “So that’s what our city could look like.” The project explores the many ways that we imagine transportation—of people, places, ideas—evolving over the coming years. Though they’re purely conceptual, the ideas are brought to life through visual renderings and context clues that make them feel tangible—they transport the viewer to The Future. Try not to gasp when you realize that.

To get started, think about which of the senses you want to appeal to, then work to amplify them. Use visual cues or sound to your advantage—the “zing” happens when the idea flirts with us and tickles our senses, gut instinct, and imagination. Lean into the unpredictable, the whimsical. Make someone sigh or shout.

3. Straight to the Heart

What was the last performance you gave a standing ovation? When was the last time you cried at a movie? Which book moved you so much that you bought all your friends copies for the holidays?

This love language is about emotional resonance—tapping into the power of human emotion to impact your audience on a deep, personal level. I’ve found that it works particularly well for helping people build empathy for the human elements of large, complex systems and structures.

Our approach to telling the story of IDEO's work to design the voting system in Los Angeles County was to tug at the heartstrings, which helped make complicated and bureaucratic topic more accessible. The photos, videos, and audio stories were designed to highlight the humans who are casting ballots—the hardships, the triumphs, and everything in between.

Body language and word choice are key to nailing this one. Take cues from your audience—when you see someone lean in, nod, let themselves smile, you know you’ve landed on a moment that made things click. Practice your story with a friendly audience and observe those moments, then design your storytelling experience around them.

4. Lights, Camera, Action

For some, actions speak louder than words, and they can only fall in love with the idea after seeing or trying it. They want to use it over time, test it, live with it, break it, and have others do the same. For these people, ideas need to be on a movie set, including the actors, the scene, and the props.

For this audience, make sure to bring your idea to life as a prototype, and allow them to experience it out in the wild. That’s what we did when we helped Swarovski build a new chandelier. We didn’t just look at renderings—we built a whole living room in our office to test our prototype.

Prototypes don’t have to be perfect. In fact, they shouldn’t be. Showing up with a prototype made of cardboard and Legos is better than arriving empty handed. Do whatever you can to make your thing real and I guarantee you’ll see lightbulbs go off over people’s heads.

As designers, our job is to create things that improve people’s lives. To do so, designers must learn how to speak the languages of the various audiences we design for. It’s important for us all to recognize our own biases towards our favorite language, and have the empathy to listen and adapt to the other ones. Your design love language might be different from the person using your design.

Language matters. That’s an obvious statement for anyone working across cultures, and it especially holds true in design. As a designer, I’ve always used my skills to create tools that enable shared understanding. This mainly came about out of necessity: I was born and raised in the Netherlands, and I’ve also lived in Sweden, the UK, and for the past seven years, the US. In my 14-plus years as an industrial designer, I’ve collaborated with clients from almost every continent, from Saõ Paulo to Seoul. By working closely with people from different countries, I’ve learned first-hand how language connects us to our cultures and to one another.

Every other week, I host a creative playdate for our studio called MakeBelieveTime (MBT). We always come up with something different. Maybe we’ll combine magnets and mirrors to invent our own games. Maybe we’ll use a needle and thread to learn the basics of computer coding, or fold our hopes and fears into paper airplanes. MBT has become one of the tentpoles in our community’s calendar—a ritual that brings our bodies out of project spaces and our minds out of design mode. It’s playtime for adults.

The value of these exercises has become clear to us, but when visitors happen to be around for MBT, all the natural questions bubble up. Sounds fun, but you do this during work hours? (Yes.) Are these exercises used with clients later? (Sometimes, but not always.) How does this apply to paid project work? (It doesn’t.) So what’s the point?

That is the point. MakeBelieveTime is actually most valuable when it does not directly relate to project work in a typical, measurable way. It’s play for the sake of play, and that’s okay—in fact, it’s essential. Here’s why.

It’s about process, not product

I once had an art teacher who would sketch all over my work to show me different techniques. At first, I was frustrated because my brilliant piece was being scribbled on. But then I recognized his assumption—that an artist will do it again and again and again. That learning a new technique meant focusing on the hand, not the paper.

In our design work, we rely on our own experiences and intuition, so it’s essential that we become fluent in exploring our memories and feelings. MakeBelieveTime gives us a chance to practice that with new and unfamiliar tools. That’s why, whether it’s colored sand or temporary tattoos, the real materials of MakeBelieveTime are our personal joys, hopes, and fears.

It preps the mind for design

When I was a kid, my grandfather told me about Louis Pasteur’s belief that “Chance favors the prepared mind.” Show up and do the work, Grampa explained, so that when the magic happens you’ll be sharp enough to recognize it. Making space for “sensorial, analog, hands-on radness”—that’s how one colleague described MakeBelieveTime—gives designers a much needed mental reset.

Plus, MBT actually has made an impact on client work. A handful of insights and concepts that originally came out of MakeBelieveTime actually made it into an experience we designed for a major NYC landmark.

But that’s not really the point. It’s about helping our designers spread their nets as wide as possible, and to lighten things up with a moment of pure, playful joy, so that when inspiration comes they’re ready to grab it.

It broadcasts both values and value

Most designers will sing the praises of play. It opens you up and makes you braver, more optimistic, and more creative. We pepper client meetings with pipe-cleaner sculptures or a little improv to get the blood and imagination flowing. We put a lot of thought and energy into those activities, thinking about our clients’ needs and the best way to get them comfortable with being uncomfortable.

Most designers will also admit that when deadlines loom, proposals beckon, or clients push back, play is not always top-of-mind. That’s a problem. An organization’s beliefs come through in their actions. To show that play is worth the time, you have to make time for it.

How to build your own MakeBelieveTime

We want MBT to be much more than a free-for-all with glue sticks and googly eyes, so we use three key design principles to guide the activities:

1. Make the familiar unfamiliar. To think about senses we take for granted, we infused finger paints with essential oils and asked everyone to visually illustrate the experience of smelling that scent.
2. Explore safe danger. Blind contour drawing is a great example. We all sit and draw the person across from us—without lifting the pen or looking down at the drawing. It’s always a mess, which guarantees a joyful, public fail, but also allows us to look deeply at each other and practice seeing and being seen.
3. Dig deep. We used Halloween as a prompt to create a mask that evokes a moment we were horrified by our own behavior. This allowed us to acknowledge the full spectrum of our feelings, exorcise that shadow, and leave it to the past.

The first, despairing thought that hit one of my colleagues when he first saw MBT in action was, “IDEO’s gone soft.” And, quite frankly, that's not an unfair concern when you see a room full of world-class designers finger painting.

But MBT serves as an opportunity to nourish a perspective rather than achieve an objective. It’s less about the scented fingerpaints, and more about exploring new ways of understanding and sharing an experience. It’s also about laughing together. It’s about exposing our soft side so that we can trust each other more when we take those lessons back to our project spaces and have a hunch about trying something untested but exciting.

That’s why we believe that designing a cocktail that tells the story of your first kiss doesn’t cost you your edge. It’s how you keep it.

Think back to your first kiss. Remember the place, the smells, the nerves, the lips. If you had to create a cocktail to tell the story of that experience, how would you do it? Would you make Jolly Rancher–infused vodka to conjure the candy-loving kid next door? Would a popcorn garnish nod to the movie you barely watched? Answering these questions is how the designers of IDEO New York spent a Valentine’s Day afternoon.

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.