I’ve been leading design teams for over 15 years — inside startups, scale-ups, and complex organizations — but the work that shaped my leadership didn’t come from org charts or headcount. It came from moments where:

• priorities conflicted
• alignment broke down
• decisions carried real consequences
• and “good design” wasn’t enough to move things forward

That’s where leadership stops being about craft, and starts being about judgment.

I’ve led multidisciplinary teams across product, brand, and strategy — including building and scaling global design teams — but my focus has always been the same:

→ Making clarity possible when the room is under pressure.

What I’m known for as a leader

I’m brought in – and trusted – when teams need to:

• navigate political or cross-functional tension
• make trade-offs visible and explicit
• hold standards without burning people out
• move forward without false certainty

I don’t “manage output.”
I shape how decisions get made.

That’s what keeps teams effective when things get hard.

My leadership stance

I believe in behaviors that hold up under pressure.

• Set direction early, revisit it honestly
• Name trade-offs instead of hiding them
• Give autonomy with context, not abandonment
• Protect people and standards at the same time
• Lead from the work, not above it

I’m interested in making sure the right decision actually gets made.

If you’re here for:

• leadership grounded in real operating environments
• judgment sharpened by complexity
• teams that function when things get tense

You’re in the right place.