Turning organizational challenges into pilot-ready systems — and the tradeoff calls that get them approved to scale.
Three problems where the answer wasn't obvious at the start.

Built the operating model — workflows, roles, review criteria — for Illinois Tech's human-AI accessibility pilot, now gating rollout to 16,000+ learning assets.

Mapped patient and operational reality at Geisinger into a current-state blueprint and a proposed-state model that informed the kiosk pilot.

Led field research across two user groups to find where a novel water tech had the strongest adoption logic, then shaped that into an MVP direction.
I work at the point where organizations want to try something new but haven't figured out what to build or how far to take it. I start by understanding the system — the workflows, the stakeholders, the constraints actually shaping the problem. Then it becomes a question of tradeoffs: what gets built now, what waits, what gets cut, and what "done" has to mean before something can be called a success.
That thinking has taken me into healthcare, civic, startup, and higher-ed work — where the hardest part is rarely the idea. It's deciding what not to do.
Connect on LinkedIn →"Sujith is a multi-faceted designer with a wide variety of skills — research, visual design, prototyping. I have no doubt that he will be an asset to any organization!"
The brief is rarely the real problem. A background in engineering taught me to find the constraint that actually matters before committing to a direction.
Most product calls are made without full information. I make the tradeoffs explicit — what ships, what waits, what gets cut — so a decision can hold up to scrutiny.
A direction is only useful if others can act on it. I turn strategy into the prototypes, criteria, and structure a team needs to move without me.
Happy to connect — whether you're ready to talk or just want to say hello.