Leadership

I lead design and people the same way: with clear problems, real outcomes, and a lot of respect for the humans involved. I care about building systems and experiences that actually work in the wild, but I care just as much about the teams who make them. My sweet spot is taking messy, multi-stakeholder challenges, giving the work structure, and helping designers, PMs, and engineers do the best work of their careers without burning out in the process.

 
 

Snapshot:

  • Roles: Senior IC, Design Manager, Lead

  • Team scopes: up to 8 designers, local and international team members

  • Domains: support & repair, internal tools, design systems, SEO, cost reduction

  • Outcomes: reduced handle time, lower repair costs, improved adoption of shared systems

Leadership Case Studies:

Team & Org Impact:

  • Coached junior and mid-level designers into senior roles by pairing them with complex, ambiguous problems instead of just polish work

  • Created a healthier feedback culture by normalizing quick, frequent feedback instead of high-stakes, once-a-quarter reviews

  • Reduced one-off work by pushing teams toward shared systems, reusable components, and standard patterns instead of bespoke solutions

  • Turned “design as a service” relationships into true product partnerships by involving UX earlier in problem framing and experimentation

  • Replaced tribal knowledge with clear documentation, onboarding guides, and playbooks so new teams could plug into existing systems quickly

  • Modeled calm, structured decision-making in high-stakes situations, which helped teams focus on facts and tradeoffs instead of drama

  • Protected focus time for designers and engineers by pushing back on chaos, unclear asks, and half-baked “urgent” requests

How I Operate:

I run on a simple rhythm: weekly syncs with product and engineering to align priorities, design reviews to catch bad decisions early, and regular check-ins with Ops and Support so we stay honest about real customer impact. I start by sharpening the problem and what “good” looks like, then work with design and engineering in the same room instead of lobbing work over the wall. While we’re executing, I keep decisions visible with quick docs and annotated flows, and after we ship, we actually look at the numbers and feedback, then fold what we learn back into the roadmap and the systems we use so the next cycle is smarter.