
For over a decade I ran my own practice with full management authority: hiring, performance reviews, direct reports, and a multi-tiered org where I managed both designers and design managers. I know what it takes to build a team, set a bar, and grow the people who clear it.
I stepped back into hands-on individual contribution on purpose, because I love the craft and the closeness to the problem. That operator's judgment doesn't switch off. It's why the work I'm proudest of isn't only a screen; it's often a system, a tool, or a habit that makes everyone around me better and keeps working after I've left the room.
“We can’t” usually just means “we haven’t yet.”
Every project that hits my table starts with research, not screens. My first job is to decide whether it is worth doing at all. I only take it on with conviction that it moves the needle for the member and the business at once, because I don't believe those two are ever a trade-off.
Every prototype I show is coded by me, in Claude, not Figma. It is my starting point: I sketch, ideate, and build faster, and I can hand engineering something that shows exactly how a flow should function, move, and calculate. AI-first is how I design now, I practice it daily, and I coach my team to work the same way.
Teams take more creative risks, give more honest feedback, and move faster when somebody makes the room feel safe. I try to be that somebody, and I treat it as part of the craft.
I often own a project end to end, and the highest-leverage thing I ship is a pattern the rest of the org adopts. The contextualization framework I proved on personal loans became the model credit cards, HELOC, and insurance built on. A tool, a method, or a habit the team keeps using long after the project ends counts as design work too.