Brand is where I started, and it's still the lens I think through first. At Pentagram, I built identity systems for culture-forward, consumer-facing clients — organizations with strong points of view and high aesthetic stakes. At Pinterest, I led brand design at scale, across global campaigns, product surfaces, and a team spanning disciplines. At Honor, I built the brand from zero: visual language, tone, marketing, and the connective tissue between what the company believed and what users experienced. Whether I'm designing a system meant to last a decade or a campaign meant to land this quarter, I think about brand the same way — as the thing that makes everything else feel intentional.

My product design practice grew out of a brand foundation, which means I come to it with a particular obsession: coherence. Not just that the interface works, but that it feels like it belongs to something larger. At Honor, that meant designing how an organization's culture gets encoded into a knowledge graph — and how that data flows back out to learners through an AI coach and curriculum. I think about where value is created (the moment of genuine curiosity), how to preserve it (private reflection, not just reactions), and what the product owes the person down the line (evidence of growth).

The best design decisions I've made have happened in conversation — with engineers, with founders, with product managers, with clients. I've led teams of three and teams of twenty, and what works at either scale is the same: clear expectations, genuine investment in people's growth, and the kind of candor that makes both possible. I'm a hands-on leader, which means I'm in the work alongside my team when needed, and in the room with executives and stakeholders when that’s needed. I know how to move between those modes without losing the thread of continuity.