I invest in people first. Everything else follows.

I believe the most important thing a design leader can do is make people better at their work: not just through feedback, but through structure, expectation, and genuine investment.

When designers grow, the work grows.

My approach is built around these three things. Together, they help teams do ambitious work with confidence, ownership, and a shared sense of purpose.

01
Growing people

The goal isn’t designers who need me. It’s designers who don’t.

I build development into the way a team works. Goal roadmaps give people direction. Regular 1:1s create space for honest conversations. Coaching helps designers recognize their strengths, work through challenges, and take ownership of what comes next.

I’ve led teams of up to seven designers and helped two designers earn promotions within one year of direct coaching.

02
Creating clarity

Vision without clarity is just noise. I build the bridge.

I set the creative vision and quality bar from the outset, even when I’m not the one executing. Through narrative, structured feedback, and concept exploration, I help teams connect the dots between business goals, user needs, and brand expression.

The result is a shared understanding of what we’re making, why it matters, and how we’ll get there.

03
Building momentum

Momentum isn’t accidental.

A strong sense of team identity creates the conditions for better work. I step into gaps, raise the creative bar, and create the conditions—shared rituals, ambitious standards, genuine collaboration—where momentum becomes part of how the team works.

I believe culture is built in the margins: the small things that signal what you care about.

Leadership in practice

Structure that supports creativity

I’ve adapted goal-setting frameworks to give designers clarity on where they’re headed and how to get there. Regular check-ins help keep those goals connected to the work, while an ownership culture gives people room to lead.

I believe process should make great work possible—not make it feel like a chore.

A team-first approach

I bring creative direction and higher-level initiatives to the team as opportunities to learn, contribute, and make the work better. I’m intentional about recognizing the people behind the outcome, and I believe a strong leader makes space for others to be seen.

  • “Whenever I used to hear reports about her management style, they all sing her praises about feeling supported and uplifted, even when she gently challenges them to have a difficult conversation.”

    — Former manager

  • “She builds trust through consistency and compassion… She’s also one of the most significant catalysts for my growth, looking for ways to stretch me and checking in often.”

    — Current team member

  • “She never fails to raise up a colleague... she consistently highlighted the team effort behind [the project's] success.”

    — Former manager

  • “She’s helped bridge gaps across disciplines… leading to a more bonded, team-driven way of working. She has meaningfully contributed to my own learning with thorough, fast feedback.”

    — Cross-functional peer