For more than 25 years, Paul has worked at the intersection of creativity, technology, and human experience, helping organizations create products and services that people can use with confidence and genuinely connect with.
Today, as Vice President of Global Digital Product Design at Hyatt, he leads teams shaping digital experiences for guests, members, and colleagues across web, mobile, loyalty, booking, and multi-brand platforms. His work spans experience strategy, product design, research, accessibility, governance, organizational development, and enterprise transformation.
Throughout his career, Paul has never viewed design as simply a matter of usability or efficiency. Emotional design thinking has long guided his approach. It asks not only what people need to do, but how an experience should make them feel while doing it. Whether the product is a video game, a language-learning experience, a clinical system, or a global hospitality platform, the goal is fundamentally the same: create clarity, earn trust, build confidence, and make the interaction feel meaningfully human.
Paul's work has included Donkey Kong Country 3, Crazy Taxi, Disney Epic Mickey, Rosetta Stone's mobile learning experiences, large-scale healthcare transformation at Cerner, and the continued evolution of Hyatt's global digital ecosystem. Across every chapter, he has focused on building strong teams, raising organizational capability, and helping businesses understand that experience is not simply one part of a product or service. It is how people ultimately understand, remember, and value it.
For all the talk of customer-centricity, proving that investment in CX and UX actually pays off remains one of the hardest parts of the job, as uncovered by CX Network's CX Horizons: The State of CX 2026 report, in which 52 percent of practitioners reported that pressure to prove ROI is increasing. Even as many organizations are pouring money into new tech, many still treat user experience as merely cosmetic rather than a key driver of conversion and retention – and therefore of revenue. This can leave practitioners defending every design decision to stakeholders who are only interested in the numbers. The result is that teams can end up scaling the wrong thing before its been validated, and experience can stagnate.