Working Together
Accessibility and inclusive design work that meets your organization where it is — whether you need direction, momentum, or both.
Some organizations need a compass. They're not sure where they're going — what to prioritize, what to fix first, how to make the case for investment. The direction isn't clear.
Other organizations have direction but no momentum. They know what needs to happen. They have strategies, roadmaps, even mandates. And the work still isn't moving.
Most organizations need both — sometimes at different points, sometimes at the same time.
Whatever the situation, we start the same way.
This work draws on 27 years of accessibility leadership — from building a consultancy that defined accessible UX for a generation of teams, to leading product accessibility strategy at Salesforce. More about me → · LinkedIn
Every Engagement Starts With Discovery
Before we talk about what we're going to do, we need to understand what's actually going on. That means conversations with the people doing the work, the people making decisions, and the people caught in between.
Discovery shapes everything that follows. It's how we make sure the engagement solves the real problem — not the one that was easiest to name from the outside.
How We Work Together
There are three models for working together. The right one depends on what your organization needs and how you work best.
Consulting Engagements
Think of this as a strategic partnership. We define the scope together after discovery, and the engagement delivers analysis, frameworks, recommendations, or strategy — whichever form the work needs to take.
Consulting engagements are right when you need external perspective, senior expertise, and clear deliverables. They have a defined beginning and end, though they often lead to ongoing work.
Hands-On Workshops
These are working sessions with your team — using your real products, your real roadmap, your real constraints. Not training on hypotheticals. Work on the actual thing.
Workshops build capability and create momentum simultaneously. Teams leave with skills they can use tomorrow and decisions they can act on immediately.
Workshops can be a standalone engagement or part of a broader consulting engagement. The format and duration are shaped by what discovery reveals.
Ongoing Advisory
A retainer-based thinking partnership. We meet on a regular cadence, with space for async questions and reactive support in between.
Advisory is right when you need consistent access to a senior strategic mind — not a project, but a relationship. Sometimes that means compass work (course corrections, new challenges). Sometimes it means flywheel work (sustaining momentum, removing recurring blockers). Usually both.
Areas of Focus
These are the domains where this work goes deepest. Any of them can be addressed through a consulting engagement, a workshop, or an ongoing advisory relationship — the right model emerges from discovery.
Accessibility Vision & Strategy
Setting direction for an accessibility program — or resetting a program that has lost its way.
This includes capability assessments, program strategy, multi-year roadmaps, and the executive narrative that holds a program together across leadership changes and competing priorities.
Design Systems & Accessibility
Design systems are supposed to make accessibility easier to scale. In practice, they often create a false sense of coverage — components that work in isolation but break in composition, documentation too vague to apply, unclear ownership between the system and the teams using it.
This work diagnoses where the leverage is breaking down in your specific system, fixes what can be fixed, and clarifies what can't be solved at the design system level.
Acceleration & Team Capability
For organizations that have direction but can't get the work moving — or teams that are ready to operate at a higher level.
This work might involve designing pilots with real experimental rigor, building internal business cases, strengthening how the team communicates with decision-makers, or hands-on skill building with real products and real problems.
The form it takes depends entirely on what discovery reveals is actually blocking progress.
Not Sure Where to Start?
You don't need to know which model or focus area fits before reaching out. Describe what's going on and we'll figure out together whether there's a fit — and if there isn't, you'll hear that directly too.