About me

Photography got me into this. I was shooting constantly, loved it, but couldn't convince myself it was a career. I wanted something that sat between creativity and technology. Product design turned out to be exactly that bridge.

Ten years later, I've designed cinema technology used by 3,000+ theatres worldwide, built and led a design team from scratch, and ended up writing scripts and running all of tech for a clothing brand. The thread through all of it: I see a problem, I get curious, I don't stop until it's solved.

How I work

My design process isn't a neat double diamond. It's practical.

If the problem needs speed, I cut the process down to what's essential. If it needs depth, I give it the research time. I don't follow a single methodology. I follow the problem.

What I always do: understand the real workflow before touching a screen, and keep asking "why is it done this way?" until I get an answer that holds up.

I'm a generalist by nature. On any given week I might be designing a product interface, writing a custom script to automate garment tracking, creating an operational SOP, or building a no-code tool with AI. I don't draw a line between "design work" and "everything else." If it solves the problem, it's the work.

Collaboration

I don't just talk to product managers and stakeholders. I have regular conversations with the engineers who build and test what we design.

That relationship shaped how I think. I understand what's expensive to build, what's fragile, what's elegant from an engineering perspective. On the Inbox project, I dug into the entire engineering architecture to understand what was causing the high AWS costs. That led me to propose a completely different data structure, not just a UI change, which is how we cut compute costs by 65%.

In this AI era, that technical fluency has become even more valuable. I can build functional tools myself now, things that would have required a developer a few years ago.

Leadership

I built Qube's design team from the ground up. Here's what I learned.

I go by strengths. Every person on my team has a different superpower. My job is to put them where that superpower gets used.

I believe in self-learning. I taught myself design. I know that real growth happens through exploration, not instruction. I let my team explore, but I timebox it. Exploration without a deadline becomes wandering.

I insist on attention to detail. Not perfectionism. But developing that eye is what separates good designers from great ones.

I hire for attitude over talent. Talent can be developed. Curiosity and work ethic can't.

What I value

I speak my mind. In every room, at every level. I'll ask the question everyone is thinking but nobody is saying, even if it sounds basic.

Transparency, trust, loyalty. These aren't words I put on a slide. They're the things that make a team actually function. I give everything when someone believes in me, and I build that same environment for the people I work with.

The short version

I'm a design leader who solves problems by whatever means necessary. Sometimes that's a Figma file. Sometimes it's a Python script. Sometimes it's convincing an engineering team to invest in a design system they didn't think they needed.

I'm curious, I'm direct, and I care deeply about building things that actually work for the people using them.