I adopt processes that foster a growth mindset amongst individuals, teams, brands, and organizations. This growth mindset allows for the development of individuals and the evolution of visual identity systems. I create room for experimentation, failure, and risk. This is how people, brands, and companies grow. Though I set my sights on design excellence, I am realistic and empathetic toward users, customers, and internal stakeholders. Sometimes this means dropping design jargon and compromising craft in order to create an effective solution. Even if effective means done on time. One place I will not budge, however, is on the importance of storytelling in design work.

My approach allows me to play well with non-designers and build influence and respect for the work of creatives.

For the past several years, I have been transitioning from a focus on designing materials and brands to designing conditions in which creative contributors and creative work can thrive. The majority of my experience has been creating these processes without any precedent, and doing so in a way that works within the existing company culture.

This looks like:

• Designing, maintaining, and owning a company’s brand architecture and brand book. This is a document I conceptualize like a meditation practice, in that it is a place to which teams must return again and again.

• Implementing and standardizing a single creative brief that focuses marketing, brand, and design teams.

• Auditing the marketing campaign creation process and designing a more streamlined, effective approach that reduces revision time by half the amount of hours

• Assigning professional development programs to designers to raise the quality of craft.

• Creating the process for hiring brand designers and leading design hiring and recruitment efforts.

• Developing a framework for selecting the right AI tools for use in image and content generation.

• Procuring software to increase efficiency and competitive edge and meeting with account representatives to ensure the team is using the software effectively.

• Leading the creation of a design-team micro-culture and the broader marketing team culture.

• Leading workshops with executives to gather crucial input on foundational brand and positioning work during moments of company transition.

• Building out a Figma instance that organizes marketing and branding work and improves collaboration with internal and external stakeholders.