Essays
Thinking about products, people, and the decisions between them.
I write about product strategy, behavioral science, AI, healthcare, and what it takes to turn good ideas into products that create measurable value.
Much of my work starts with questions I keep encountering in practice: What does it actually mean to be product-led? Why do products that perform well in pilots struggle in the real world? How should we decide where AI belongs in a product? What makes people adopt, trust, and continue using something? And how do teams know whether what they built actually worked?
I’m particularly interested in the messy parts of Product—the places where customer needs, human behavior, business strategy, technology, data, and organizational incentives collide.
These essays are where I examine those problems more deeply, drawing from research, established product and behavioral science frameworks, and my own experience building and leading products in healthcare and technology.
The goal is simple: understand what works, what doesn't, and why.
What Product-Led Actually Means
An organization built around problems, evidence, outcomes, learning, and accountability, with a clear connection between what the business needs to accomplish and what teams choose to build.
The Literacy Gap in the Age of Health AI
AI-enabled health tools are lowering the cognitive burden of seeking care—but also lowering the friction of sharing protected health information. Without explicit guardrails, the industry risks solving for engagement while externalizing privacy and literacy risk to consumers.
Why behavior change—not technology—is the hardest problem in health tech
Health tech keeps building smarter tools for a problem it rarely designs for:
getting real people to change what they do when no one is watching.
We’ve poured billions into AI, data, sensors, and dashboards—yet engagement collapses, outcomes stagnate, and products that “work” in pilots quietly fail in real life.
The bottleneck isn’t technology.
It’s behavior change.
Most health products optimize for what can be built, not what people can realistically sustain. Behavior change gets treated as content, nudges, or motivation—when it’s actually architecture.
This essay unpacks why behavior change—not technology—is the hardest problem in health tech, and what leaders need to do differently if outcomes actually matter.