INDUSTRIES
B2B, fintech, insurance, security
DESIGN LEADER
Solo or small teams, startups or enterprise
EXPERIENCE
12+ years
SPECIALTIES
Decision support, workflows, design systems
SKILLS
UX design, testing, research, mentoring
Over a dozen years shipping digital products, leading teams, and aligning cross‑functional stakeholders across SaaS, B2B tools, redesigns and new product launches. Author of First Designer In, a guide for scaling design impact beyond craft.
→ founded three companies
→ sold one
→ been the first hire at multiple startups
→ worked in large multinational companies
→ friendly, yes, but also no-nonsense
- 1
ACTION
OVER DEBATE - 2
SYSTEMS
BEFORE SCREENS - 3
ABOVE ALL,
ACCOUNTABILITY - 1
ACTION
OVER DEBATE - 2
SYSTEMS
BEFORE SCREENS - 3
ABOVE ALL,
ACCOUNTABILITY - 1
ACTION
OVER DEBATE - 2
SYSTEMS
BEFORE SCREENS - 3
ABOVE ALL,
ACCOUNTABILITY - 1
ACTION
OVER DEBATE - 2
SYSTEMS
BEFORE SCREENS - 3
ABOVE ALL,
ACCOUNTABILITY
These three principles always dictate how I work
See what that means in practice
1- Action Drives Good Design
Partial but actionable clarity is more valuable than exhaustive but inert insight.
I choose speed or depth based on risk, stakes, and existing signal, not dogma. The fastest viable path is context-dependent.
This is a bit of a counter-stance, but I don't believe UX research means always talking to users. And I certainly don't believe in research for research's sake (here's a one-pager on that - with pictures!).
Examples
In business, time is of the essence. For low risk projects, or ones in which we have no big knowledge gaps, the entire research phase can take an hour or two.
On the other end of the spectrum, a high risk or unfamiliar project, may require months to untangle. But that still doesn't mean front-loading all the research at the expense of development. Big projects can be broken down, run in parallel tracks and spread across multiple smaller design/release cycles. This maximizes learning while keeping momentum rolling.
→ Reality reveals truth faster than debate
→ To determine research depth, assess risk
→ Momentum builds confident teams and users
2- Define Systems Before Interfaces
The design is good when it changes a decision or unlocks action for the user.
Systems are complex by nature. For products, they include a mix of customer needs, end-user needs, engineering abilities, raw data, industry restrictions, social norms, and a grab bag of hidden opportunities.
The more aspects of the system you can understand, the better chance of designing something that eases user burden.
Unburdened users make better decisions, perform more insightful analyses, and enjoy a creative flow state. Tidy interfaces alone can't do this.
Examples
Check out the Second Measure case study. Our users needed to draw creative conclusions from sprawling data, while working in a heavily regulated industry. Understanding the norms, procedures, and cadences of that industry was crucial to supporting our customers.
→ There are always ideal user workflows. Find them.
→ Product success is built on broad understanding
→ Well-designed systems = user freedom
3- Design Is Accountable to Outcomes
Business outcomes are measurable. And everyone is accountable to them, including design.
You build collaborations that survive hand-off. You design reusable structures to speed execution. You never stop talking to engineering. And you do all that because your users will pay the price if you don't.
When users succeed, so does the business. And the whole team's job is to make sure the business succeeds. Rejoice together when it does. Regroup and retry together when it doesn't.
→ Design has to do right by users and the business
→ Without engineering partnership, design will fail
→ Strong foundations and design systems support scale
INDUSTRIES
B2B, fintech, insurance, security
DESIGN LEADER
Solo or small teams,
startups or enterprise
EXPERIENCE
12+ years
SPECIALTIES
Decision support,
workflows, design systems
SKILLS
UX design, testing,
research, mentoring
Over a dozen years shipping digital products, leading teams, and aligning cross‑functional stakeholders across SaaS, B2B tools, redesigns and new product launches. Author of First Designer In, a guide for scaling design impact beyond craft.
→ founded three companies
→ sold one
→ first hire at multiple startups
→ worked in large multinationals
→ friendly, also no-nonsense
THE 3 principles that dictate my work
1- Action Drives Good Design
Partial but actionable clarity is more valuable than exhaustive but inert insight.
I choose speed or depth based on risk, stakes, and existing signal, not dogma. The fastest viable path is context-dependent.
This is a bit of a counter-stance, but I don't believe UX research means always talking to users. And I certainly don't believe in research for research's sake (here's a one-pager on that - with pictures!).
Examples
In business, time is of the essence. For low risk projects, or ones in which we have no big knowledge gaps, the entire research phase can take an hour or two.
On the other end of the spectrum, a high risk or unfamiliar project, may require months to untangle. But that still doesn't mean front-loading all the research at the expense of development. Big projects can be broken down, run in parallel tracks and spread across multiple smaller design/release cycles. This maximizes learning while keeping momentum rolling.
→ Reality reveals truth faster than debate
→ To determine research depth, assess risk
→ Momentum builds confident teams and users
2- Define Systems Before Interfaces
We had a lot of work to do, and we needed to buy time. I had a lot to learn about users, and the product need a more flexible back-end.
I opted for a strategically timed declutter. I proposed a deliberately narrow usability intervention: a heuristic review to reduce visual clutter and clarify information hierarchy.
This minor change accomplished a lot:
→ Customers saw product progress
→ Design and engineering
working together for first time
→ Sales reengaged with
customers up for renewal
→ Allowed me to recruit
users for UX research
→ Made space for research
and real redesign
→ There are always ideal workflows. Find them.
→ Success is built on broad understanding
→ Well-designed systems = user freedom
3- Design Is Accountable to Outcomes
After that quick win, the redesign took a year to fully roll out. During that time, the team grew, the company underwent a full rebrand, and… we never stopped shipping!
All that filtering and structure our users required, meant a big investment in backend flexibility.
While the backend teams put that foundation in place:
→ Customers saw continued
product progress
→ Sales demos improved
→ Engaged users in ongoing
prototyping and feedback
→ We completed a shared
components library
The redesign became a system the team could extend rather than a one-time release. And the entire company worked enthusiastically towards its release.
→ Do right by users and the business
→ Without engineering, design will fail
→ Strong foundations and design systems
support scale
INDUSTRIES
B2B, fintech, insurance, security
DESIGN LEADER
Solo or small teams,
startups or enterprise
EXPERIENCE
12+ years
SPECIALTIES
Decision support,
workflows, design systems
SKILLS
UX design, testing,
research, mentoring
Over a dozen years shipping digital products, leading teams, and aligning cross‑functional stakeholders across redesigns and new product launches. Author of First Designer In, a guide for scaling design impact beyond craft.
→ founded three companies
→ sold one
→ been the first hire at multiple startups
→ worked in large multinational companies
→ friendly, yes, but also no-nonsense
- 1
ACTION
OVER DEBATE - 2
SYSTEMS
BEFORE SCREENS - 3
ABOVE ALL,
ACCOUNTABILITY - 1
ACTION
OVER DEBATE - 2
SYSTEMS
BEFORE SCREENS - 3
ABOVE ALL,
ACCOUNTABILITY - 1
ACTION
OVER DEBATE - 2
SYSTEMS
BEFORE SCREENS - 3
ABOVE ALL,
ACCOUNTABILITY - 1
ACTION
OVER DEBATE - 2
SYSTEMS
BEFORE SCREENS - 3
ABOVE ALL,
ACCOUNTABILITY
These three principles dictate how I work
See what that means in practice
1- Action Drives Good Design
Partial but actionable clarity is more valuable than exhaustive but inert insight.
I choose speed or depth based on risk, stakes, and existing signal, not dogma. The fastest viable path is context-dependent.
This is a bit of a counter-stance, but I don't believe UX research means always talking to users. And I certainly don't believe in research for research's sake (here's a one-pager on that - with pictures!).
Examples
In business, time is of the essence. For low risk projects, or ones in which we have no big knowledge gaps, the entire research phase can take an hour or two.
On the other end of the spectrum, a high risk or unfamiliar project, may require months to untangle. But that still doesn't mean front-loading all the research at the expense of development. Big projects can be broken down, run in parallel tracks and spread across multiple smaller design/release cycles. This maximizes learning while keeping momentum rolling.
→ Reality reveals truth faster than debate
→ To determine research depth, assess risk
→ Momentum = confident teams and users
2- Define Systems Before Interfaces
We had a lot of work to do, and we needed to buy time. I had a lot to learn about users, and the product need a more flexible back-end.
I opted for a strategically timed declutter. I proposed a deliberately narrow usability intervention: a heuristic review to reduce visual clutter and clarify information hierarchy.
This minor change accomplished a lot for everyone:
→ Customers saw product progress
→ Design and engineering working
together for first time
→ Sales reengaged with customers
up for renewal
→ Allowed me to recruit users for
UX research
→ Made space for research and real
redesign
→ There are always ideal workflows. Find them.
→ Success is built on broad understanding
→ Well-designed systems = user freedom
3- Design Is Accountable to Outcomes
After that quick win, the redesign took a year to fully roll out. During that time, the team grew, the company underwent a full rebrand, and… we never stopped shipping!
All that filtering and structure our users required, meant a big investment in backend flexibility.
While the backend teams put that foundation in place:
→ Customers saw continued
product progress
→ Sales demos continuously improved
→ Engaged users in ongoing
prototyping and feedback
→ We completed a shared
components library
The redesign became a system the team could extend rather than a one-time release. And the entire company worked enthusiastically towards its release.
→ Do right by users and the business
→ Without engineering, design will fail
→ Strong foundations and design systems
support scale
ARE WE A GOOD FIT?
As a designer and leader I am PRACTICAL;
i APPLY systems thinking TO THE PRODUCT AND org; i BELIEVE IN ACCOUNTABILITY.
As a designer and leader I am PRACTICAL;
i APPLY systems thinking TO THE PRODUCT AND org;
i BELIEVE IN ACCOUNTABILITY.