How I work

In clinical work you assess before you treat. I run institutional problems in the same order. Before proposing a rebuild of the Center's career platform, I ran an audit: input from six colleagues, an independent review, 20 issues mapped to seven root causes and a 22‑move migration plan. Before recommending programming changes, I ran a 66‑respondent survey and three focus groups with 24 students.

Clinical practice runs on confidentiality and documentation, and I carried both into software. Groundwork's data boundaries were specified before its features: advisor captures private to the advisor, aggregate counts only, anonymized funding identifiers with the identity key held outside the system. Generated content passes a human approval step before it becomes an asset.

Counseling is mostly helping people follow through on changes they already want to make. I design programs around that: the pre‑arrival course unlocks in sequence, Activate Your Career Plan sets a 1,000‑point bar for its certificate and each guide in the series is written for the audience that has to act on it. Getting an organization to adopt a new system is the same problem.

I count what programs do and report only what the data supports. Eight events logged 110 check‑ins from 83 unique students; the Career Lab series expands from two labs to four on that evidence. The engagement‑to‑outcomes findings are reported as associational because the study design supports nothing stronger. The drop‑in hours format was tried repeatedly, did not draw attendance and was flagged for reconsideration. The year's evidence ships as five program reports produced under one design system, through a PDF pipeline I built; their numbers appear throughout this site, inside the work they describe.