I was brought in to rethink the existing innovation acquisition workflows for the U.S. Space Force — a process that had grown rigid and slow, creating friction between the agency and the innovators trying to work with it.

The work focused on identifying where and why the process broke down, then redesigning the experience to reduce barriers without compromising compliance. The full case study is under NDA.

Government acquisition is notoriously complex — layers of policy, competing stakeholders, and legacy tooling that was never designed with the end user in mind. My starting point was understanding the experience from both sides: the agency staff navigating internal approvals, and the innovators trying to submit proposals into a system that felt like a black box.

From there, I worked through discovery, synthesis, concept development, and validation — always with the constraint that the solution had to live within existing policy. The screens and deliverables are protected; what I can share is how I think.