
Connecting Campus Content
University of Maryland · APIs for thousands of campus sites

The economics of shared systems
Here's the math that justified the investment: fix an accessibility bug once, and every site using the component gets the fix automatically. Optimize a bundle once, and every page load across the ecosystem gets faster. The value compounds with every adopter.
I designed for a future we couldn't predict. Would 50 sites adopt, or 500? The answer shaped every architectural decision: build the upstream infrastructure so well that adoption becomes inevitable, and every new adopter multiplies the return on investment.


Most shared systems fail not because of bad code, but because of broken trust. A team adopts a library, then an update breaks their site. They fork it, fall behind on updates, and eventually abandon it. The pattern repeats across organizations.
I designed against this failure mode with automation at every gate:
The goal: adopters can update with confidence. When teams trust that updates won't break their sites, they stay on the latest version. When they stay current, they get every improvement automatically. Trust enables the compound returns.

Heavy dependencies kill adoption. If using one button means importing a megabyte of code, teams will build their own button. I structured the system so every piece stands alone.
Nine packages, each with a single job:
A team can adopt just the tokens package to get brand colors in their existing app. A year later, they might add components. The path from minimal to full adoption is incremental, not all-or-nothing. This patience pays off: teams that start small often become the strongest advocates.

In a decentralized organization, mandates backfire. Tell autonomous teams they must use a system, and they'll find reasons not to. Show them it solves their problems faster than alternatives, and they'll advocate for it themselves.
We built multiple paths to value:
The strategy worked. Teams that initially resisted became early adopters once they saw colleagues shipping faster. Word of mouth drove more adoption than any top-down initiative could have.