In every role I’ve held, my work has naturally gravitated toward improving operational maturity—whether that means better documentation, new methods, role clarity, or stronger team habits. This work is especially satisfying in early-stage or fast-growing companies, where small improvements unlock meaningful progress. Scrappiness is a virtue, but it’s not a long-term foundation. I believe in scaling with intention and giving teams the clarity and systems they need to thrive.

I focus on building real connection between departments—design, engineering, product, research, and beyond. I’ve reforged and led matrixed UX teams embedded in agile pods (PM, UX, ENG) and helped socialize UXR across functions that often lack visibility into each other’s work. The result: better trust, better UX, better culture, and fewer blind spots across the board. When trust spans the org, the work improves and the mission gets clearer.

Creative maturity is how a team holds feedback, disagreement, and ambiguity. It shows up in the little things: how feedback lands, how teams talk through differing ideas, how people share accountability, how open they are to showing messy work. As a design team leader, creative maturity is my cultural foundation. I invest in psychological safety and weave healthy, frequent critique into the rhythm of the work—through retros, design reviews, one-on-ones, and quiet culture-shaping moments. I make space for designers to riff on craft and review together, so they’re prepared to lead design in their pods.

I work hard to make critique something we look forward to, not dread. A team grounded in trust, curiosity, and a shared commitment to good work tends to produce exactly that. Design’s a team sport.

UX Research doesn’t have to be heavy, but it has to happen. Especially when timelines are tight, I help teams bring just enough research forward to avoid waste and clarify direction. I’ve worked with founders, PMs, and engineers to turn passionate ideas or shared concerns into real hypotheses and practical experiments. My priority is often qualitative research because teams need the stories behind the metrics to build truly valuable experiences.

When research is missing, I know how to make the cost visible: What do we risk if we ship something people don’t need, don’t understand, or don’t want? From lightweight discovery to full foundational studies, I introduce research as a strategic tool—not a burden. When teams feel stretched, research helps them refocus. UXR doesn’t just support delivery. It protects it.

I take a holistic view of UX, especially when working on products that are still taking shape. I’m most energized when bringing structure to ambiguity—shaping information architecture, naming systems, UX writing, and early wireframes that set the tone for how a product grows. I work closely with engineering and product partners to balance thoughtful design with real-world constraints, keeping both usability and viability in view. Whether I’m contributing directly or leading a team, I focus on making sure the work is grounded in research, connected to strategy, and built to scale.

This is what drives me. The most meaningful work I’ve done has been in building teams that feel connected to the work and with each other. I lead through service, transparency, and care. I take my team’s personal growth as seriously as our collective contribution. This is always the right investment. An inspired team is a resilient team; a bonded team doesn’t just perform. It lasts and it adapts. I cannot stress enough that if you want innovation and power in your organization, it starts with this priority. If that’s already your culture, I want to support it. If it’s something you want to grow, I’ve done it before and I would love to help your team grow into it without forcing it.