Honed business and design strategy at 2nd Road, PNC Bank, and as a leader in tech.
Launched start-ups like Catapult and Legalsifter, and raised $8 Million.
Advocates the role of organizational culture to drive innovation.
Knows when a problem requires slower, iterative approaches and when it needs to be disrupted.
Patented work in machine learning and legal documentation.
MIT, Cognitive Science; Carnegie Mellon, Human-Computer Interaction, Tepper School of Business.
Carnegie Mellon professor for 10 years in Design, Business, and Information Systems.
Leads multidisciplinary teams that drive transformation in large organizations.
Entrepreneur and designer in one. Co-founded Macromicro, Classroom Salon, and Skale.
Believes in design’s unique abilities to dissolve silos and lead collective change.
Patented work in data visualization, social currency, and online learning.
Carnegie Mellon University, Design, English, and Computer Science.
Senior Director, Business Development
Rich is a leader in sales, business development, and marketing. He is experienced in the tech start-up space, helped found Macromicro, and is a specialist in early-stage growth. He believes in the transformative capacity of design thinking to guide strategy and growth. He earned an MBA from Babson in Entrepreneurship, business strategy, and marketing.
Working on one project or within one business unit is not usually the best way to advance long-term, large-scale change. We’ve tried. More often than not, organizational boundaries and siloed thinking creates stagnation and gridlock. We seek integrative thinking across companies and action that brings together multitudes of stakeholders.
Creating the future and moving people to innovate isn’t done solely through numbers and analytics. We believe in the human process of discourse, debate, and alignment. Our frameworks are a systematic way to frame human ecologies and wicked problems that don’t make it into a spreadsheet, and then acting on them critically and collectively.
Problems of business, technology, and the human experience are complex. Simplification has its risks: you can lose resolution, the social dimension, or the interconnections. Our heuristics clarify the complexity without simplifying it.
Blue sky. Focus groups. Market reports. Cool. Unfortunately, these approaches provide generalized guidance, short term solutions, or direction that leads into corners. They show us what doesn’t work. We test ideas through experimentation, nudging systems from all sides. This helps our teams learn fast, align to a clear direction, and get to more sound solutions faster.
Innovation is full of incomplete information and insufficient data, but decisions still need to be made. We believe in taking risks because what choice is there? We work with companies to understand how to fill information gaps with strategic-first principles, company and audience values, and how to follow hunches with confidence.
We seek middle-way outcomes that balance the needs of business strategy and stakeholder needs; efficiency and experience; the bureaucrat and the risk-taker. Too much emphasis in either direction leads to being stuck with “the way things have always been done” or risk too great to assume. Truly innovative solutions harmonize the two sides.