Leadership Philosophy.
I believe in transparency, humanity, and structure.
That combination is what allows me to lead through ambiguity, build trust across disciplines, and guide teams toward meaningful work — especially when the challenges are complex.
I’m not the kind of leader who hides behind process or title. I believe good leadership means showing up fully, asking hard questions with care, and creating an environment where people feel both supported and stretched. I’m honest, available, and invested. And I expect the same in return.
I’ve led teams through high-stakes redesigns, messy handoffs, organizational change, and executive realignment. I’ve been brought in when clients were ready to walk away, and helped turn tension into trust. I’ve coached designers through burnout, restructures, promotions, and exits. And I’ve done it all while holding the belief that the people doing the work are just as important as the work itself.
As I’ve grown into department-level leadership, I’ve kept one principle at the center: culture is the system that powers all the others. You can have the right processes, tools, and outputs — but without a healthy culture of respect, clarity, and shared ownership, it all starts to unravel.
That’s why I invest in culture design alongside product design. From onboarding and leveling frameworks to design reviews and rituals, I shape systems that help people show up at their best.
I also believe great leaders make space — for new voices, new ideas, and new possibilities. That means knowing when to step in and when to step back. It means creating psychological safety, then raising the bar. And it means modeling transparency from the top, because no one can operate well in the dark.
At the end of the day, my job is to bring out the best in the people around me — and to help them do the same for others. That’s the kind of leadership I believe in. And that’s the kind of team I want to build.