The distance between a promising idea and sustainable impact is rarely about the idea itself. It's about the conditions — the strategy, the learning infrastructure, the organizational capacity — required to move from what works in one context to what works at scale. That gap is where I do my best work.

Over the course of my career, I've approached that problem from multiple angles: as a portfolio director overseeing more than $4 million in annual programming at a national reproductive health organization; as a designer and lead partner on federally funded incubator and accelerator programs supporting early-stage health innovators; as a doctoral-level researcher and faculty member at The George Washington University Milken Institute School of Public Health; and as a founder running my own company. The settings have varied. The question has been consistent: what does it actually take to move a promising approach from proof to scale?

My approach is shaped by training in human-centered design and learning science, as well as by two decades of close observation of what makes scaling so hard, and what conditions give organizations the best chance of getting there. I bring that perspective to every engagement, whether I'm advising a funder on portfolio strategy, coaching an innovator through a critical decision, or designing a learning experience for the next generation of public health leaders, always in service of closing the gap between what works and what's possible.