I design complex B2B systems that hold up in the real world.

Four years on GM's commercial fleet platform — vehicle onboarding, camera footage, and the reporting a fleet director answers to. Work that has to survive a customer with five thousand vehicles, a legal review, and three teams who each own a piece of the screen.

Getting the footage the camera decided not to keep

Cameras only saved clips when a sensor tripped. What fleet managers needed was almost always in the part that got discarded — one vehicle, one afternoon, usually because a customer had called. The requirement I was handed couldn't deliver that, I said so, built it anyway, and watched a VP stop it. That's how I got the room to solve it properly.

A hundred VINs went in and nothing came back

I built the first version of this flow, went on loan to another team, and returned to a rewrite a senior leader had already seen and disliked. Rather than argue from taste, I put a designer who'd never seen it in front of a hundred-VIN upload — no confirmation, silent distribution across three tabs, nothing refreshing. That session became the case.

Fleet directors don't struggle to find data. They struggle to know what to prioritize.

The product was organized around the data we happened to store — fuel, safety, maintenance — and no director is measured on any of those individually. So I reorganized the concept around the goals they're accountable for, and kept the reasoning inspectable underneath every recommendation.