About
The short version
I got into design because I liked making things. I stayed because I realized design is how you think through hard problems — not just how you make them look good.
93% Skeptical. 93% Curious.
My career started in New York ad-tech — fast-moving, scrappy environments where I learned to ship under pressure and care deeply about details even when nobody was watching. From there I led design at Knewton, went independent as a digital nomad consulting for startups and global brands including LEGO Group, taught product design at General Assembly, and founded TheCoop, a career accelerator for designers and engineers.
More recently, I led design organizations at Dooly and AstrumU — building teams, shaping product strategy, and sitting on senior leadership. Both roles reinforced the same lesson: the hardest design problems aren't on the screen. They're about getting the right people aligned on what to build, and why.
Based on the TypeFinder® personality assessment — a measure of preferences across extraversion, intuition, thinking, and perceiving.
How I Lead
Clarity before craft.
The most important design decision is rarely a design decision. It's getting everyone aligned on what we're solving, why it matters, and how we'll know it worked. I build alignment infrastructure — product catalogs, OKR frameworks, shared user journeys — because teams with clarity move faster than teams with talent.
Close enough to decide, senior enough to align.
I'm a player-coach. I stay close enough to the work to make real design and product decisions, and senior enough to align the room when priorities conflict. I don't manage from a distance, and I don't design in isolation.
Systems over heroics.
Good design orgs don't depend on one person having a great week. I build the infrastructure that makes quality repeatable — shared principles, structured critique, growth frameworks, quality standards. The system should produce good work even when I'm not in the room.
Orientation before flexibility.
Users don't fail because products lack features. They fail because products lack guidance. I design for confidence first — helping people understand what's possible and where to start — before adding flexibility and power.
Start with the room.
Most design problems are alignment problems. The first move is getting the right people together — product, engineering, data, leadership — and building a shared understanding before anyone opens Figma. Strong opinions, loosely held. Disagree and commit. Move forward together.
What I'm doing now
I'm building new products from zero — the kind of early-stage, ambiguous work where you're figuring out what the thing even is before you design it. I'm also rethinking how design and product leadership work when AI is a core part of the stack, not just a feature bolted on. That's the question I keep coming back to: what does good product thinking look like when the tools are fundamentally different?
Get in touch
The best way to reach me is through the . You can also find me on LinkedIn.