Designer and researcher by training. AI enablement leader by trade.

I'm Christine. I get energy from the moment a messy request starts to make sense to everyone in the room. My job is to translate the same problem three ways: the user's job, the leader's decision, and the engineer's next build.

Listening. I listen to stakeholders, users, and the product team—and I record the real work so nothing gets lost in translation. The skill is hearing what people are actually saying, especially the parts they can't articulate yet.

Pattern recognition. Give me something ambiguous—279 requests, say—and I'll find the five needs underneath them, including the one nobody was looking at, with the evidence to back it up.

Systems thinking. I connect what an engineer is building to what a senior leader is accountable for, then translate the decision back into the workflow.

Hands on keyboard. I build enough of the first version to make the conversation real. It's how I stay a fluent translator: the engineer starts from a draft, the strategy starts with evidence, and the technical requirements get sharper because I've touched them.

Pipeline and portfolio management. I run a portfolio and a pipeline as much as a product. Eight of us add opportunities to an intake board that serves 23 practices and teams, and in my first year I started 51% of them—more than the other seven combined. I closed 19% of my own pipeline when the bar wasn't met. I wrote the nine-stage lifecycle the team uses, and because I sit with leadership teams and review boards across the company, I know the pulse of what's happening—and use it to influence technology roadmaps and investment at the highest levels.

To be fluent in AI, you can't only use it. You have to build with it. That's how you learn to translate it for everyone else.Why I keep my hands on the keyboard

Three levels, deliberately plain. Ship it: I've built and shipped something real with it and can defend it with an engineer. Direct it: I can specify it, review it, and make the right call; engineers build it. Literate: I follow the conversation and know the trade-offs, and I don't claim hands-on.

Ship it	Direct it	Literate
Agentic workflow design with human approvals · prompt architecture and structured outputs · MCP, consuming and building · confidence scoring and threshold routing · Python (CLI, parsers, MCP server, eval harness) · pytest · Git and GitHub · HTML and CSS · browser automation · JTBD PRDs and binary eval rubrics · workflow capture and usability testing · DFV and RICE prioritization · decision logs · executive narratives	Cost-aware cascades and model routing · fine-tuned encoders versus prompting · RAG and retrieval design · token and gateway economics · agent security and least privilege · data migration programs · LLM-as-judge validation at scale · platform build-versus-buy	Production services, infrastructure, CI/CD · formal governance frameworks (NIST AI RMF, ISO 42001) · vendor platforms such as Copilot Studio, Agentforce, and Rovo · formal change-management certification

Accountability before hierarchy. I don't start with who outranks whom. I look at what this person is accountable for, how that ties to a bigger strategy, and how it turns into a metric. Then I can say why we should build something in terms of what they're already on the hook for.

Co-build, then hand off. I like the part where a team stops feeling like a customer and starts shaping the capability with us. They end up owning the technology and the roadmap; we help make sure the governance, standards, and security can travel with it.

Skin in the game. If you want your problems fixed, you have to put some time in. One-off meetings don't get anything built. A recorded working session with a real example open does.

Bring visibility. Office hours, hackathons, town halls, and leadership reviews are how I do it: so the people who built something together can feel proud of it, so what works gets scaled, and so the work earns influence where decisions get made. A skill in our shared catalog is how the method keeps working when I'm not in the room.

Teams that are already convinced AI matters and are stuck on how: too many requests, no way to rank them, pilots that never graduate, and a growing suspicion that half the backlog isn't really an AI problem. Those teams don't need persuading. They need someone to make the demand legible and then ship against it, with them.

I do my best work where someone senior actually wants the answer and is willing to let the evidence change it. That's been true in fast places and slow ones.

• Post Graduate Program in Generative AI for Business Applications, UT Austin / Great Learning, 2026 (GPA 4.33).
• Claude Certified Associate – Foundations, Anthropic, in progress.
• Claude Certified Architect – Foundations, Anthropic, in progress.
• Claude Certified Developer – Foundations, Anthropic, in progress.
• M.P.S., Interactive Telecommunications Program, New York University.
• B.A. with Honors, Arts & Technology, The University of Texas at Dallas.

• Design Director, McKinsey (2016–2022): led the service design and omnichannel redesign of Global IT Support for 45,000-plus colleagues; portal traffic from 600 a month to 3,000 a day, CSAT 4.2 to 4.9. Built a design-maturity program across a 4,000-person technology function. Hired and grew designers in New York, Boston, Prague, and New Delhi.
• Transformation Strategist, McKinsey (2022–2024): wrote the mission and operating narrative for a 200-person technology function; brought design thinking, Lean UX, and Agile into the data function and the sustainability practice.
• Teaching (2016): design-thinking instructor at Columbia University; thesis advisor at the School of Visual Arts.
• Director of Product Design, Grey Health Group (2015–2016): healthcare marketing and patient-engagement platforms for pharmaceutical and healthcare brands.
• Senior UX Designer, The Estée Lauder Companies (2012–2014): e-commerce and brand-engagement experiences across Estée Lauder's family of beauty brands.
• UX Designer, Code and Theory (2011–2012): digital products for media and enterprise clients at the agency.
• First job, Metro Dallas Homeless Alliance (2008–2009): helped launch the first one-stop-shop homeless services center in Dallas, so people didn't have to jump through a dozen hoops just to live. Crime in the surrounding area dropped 30%. Service design, before anyone called it that.

I'm looking for Head of AI Enablement, Director of AI Transformation, or enterprise AI adoption leadership: a role that turns a company's own teams into its best proving ground. I'm excited by large software and technology companies, AI-native companies, and Fortune 500 organizations building an AI center of excellence. Happy leading a team; equally happy as a principal-level builder who still does the work.

Don't let the titles lock you in. In the new world of AI, most companies are still figuring out what these roles are and what to call them. If the work matches my skills, I'm open to it.