Who am I
I ship. And I ship the right thing.
That second part is harder than it sounds. I've watched teams move fast and land exactly where they started, the interface updated, the problem untouched. Speed without direction isn't progress. So I've built a practice around both: moving quickly enough to matter and precisely enough to stick.
The pattern is always the same: somewhere, someone is trying to make a decision, and the product is either helping them or completely in their way. My job is to figure out which one. Then fix it.
I'm a product designer with experience building complex B2B and B2C products across fintech, insurtech, field service tech, real estate, e-commerce, and CRM. Hands-on from brief to build, partnering with product, engineering, and leadership to ship fast with a track record of moving the metrics that matter.
You can view or download my resume in the format that works best for you.
What I believe
The interface is a mirror of the org chart.
Products don't get confusing on their own. They learn it from the organization. Before I open Figma I'm reading the room: who owns what, where the handoffs break down, what's actually contested. Designing without that is rearranging furniture in a house with a structural problem.
When Salesforce acquired Slack, two missions collided inside one product. The 2023 navigation redesign wasn't a UX failure, it was an organizational decision that shipped as a UI update. Slack's original users showed up one day to find their home rearranged for a customer that wasn't them. The interface didn't get confused on its own. It learned it from the org.
Design is a profit center disguised as a cost center.
Linear didn't grow through sales or marketing. It grew because designers and engineers told each other to use it. The product was the pitch. Every interaction (the speed, the keyboard shortcuts, the attention to detail in how an issue closed) was a design decision that compounded into word-of-mouth growth. No ad budget. Just a product that felt like someone cared.
The companies that put people at that table, not after the roadmap is set, but before, are the ones whose products compound. The rest are just shipping.
How I think
I pick up the problem and start building fast.
Not to have something to show but to find out what's actually true. Rough, functional, real enough to break. The first version is always wrong in the right ways. That's where the real requirements live.
I work fast. I don't wait for perfect inputs because perfect inputs don't exist at the speed most teams need to move. I read the room, make a call, and adjust when the evidence says to. The strategy isn't something I bring to the table, it emerges from doing the work seriously.
What it's like to work with me
I'm here to get it right; not be right.
I don’t just build. I cut through uncertainty to turn into action and make the right solution inevitable. When disagreements arise, I prototype through them, surface the real problem, and bring the data that accelerates decisions. I align engineers, PMs, and executives (everyone trying to get it right) so the team moves forward.
Right now
I'm available for senior and principal product design IC roles.
Whether you're building something entirely new or transformational, I'll make it exceptional.