Creating conditions for great work

I build teams that ship work they're proud of while moving business metrics that matter. The best design work happens when smart people have the right problems to solve, the freedom to solve them, and the context to make good decisions. That's the environment I create.

How I Lead

I multiply impact through people. I hire talent who are smarter than me, give them clear problems and business context, then trust them to figure out the how. I translate business strategy into clear problems worth solving, then let people solve them their way.


I drive outcomes, not output. Features shipped don't matter if they don't move the needle. I orient teams around validating demand, improving metrics, and learning fast (even when the answer is "pivot"). This means building a culture of experimentation where we test assumptions early and often.


I operate transparently. I share the full context: strategic priorities, political realities, constraints, trade-offs. No surprises, no political games, no hidden agendas. I share what I know, admit what I don't, and create space for healthy disagreement. The best ideas win regardless of where they come from.


I protect focus and develop people. I actively shield teams from meeting bloat and busywork that doesn't ladder up to strategic goals. I invest in growth through weekly 1:1s, clear feedback when it's fresh, and career conversations that align individual goals with organizational needs.

What I Bring to the Table

A bias toward action. I've seen too many organizations debate endlessly about what customers might want. I build teams that find out. We run tests, build prototypes, and get market signal instead of relying on conference room opinions. Perfect is the enemy of shipped.


Smart adoption of emerging tools. I don't believe AI replaces designers, but it absolutely makes them more effecient. I push teams to experiment with new tools and find leverage wherever possible (whether that's AI prototyping, better research methods, or workflow improvements).


Cross-functional partnership. Design doesn't succeed in a vacuum. I ensure my teams partner deeply with product, engineering, and business stakeholders early in the process. We're collaborators, not a service organization taking orders.


A track record of building capability. I've grown teams, established design practices in organizations without them, scaled methodologies like design sprints, and developed people from junior-level to lead. I invest in capability building, not just execution.

What Success Looks Like

I know my teams are succeeding when:

  • We're moving key business metrics, not just completing tickets

  • The team ships work they're genuinely proud of

  • People are learning and growing in their craft and careers

  • Stakeholders seek us out early because they trust we'll add strategic value

  • We're running experiments constantly and learning from failures

  • Team morale is high and people feel energized, not depleted