Leadership
01 / People
I believe leaders are measured by the success of their people. The best thing I can do for the business is create conditions for my team to do their best work, then trust them to do it.
I scaled the design team at ESAB from 2 to 12. The goal was never headcount. It was building a team that could operate with confidence and judgment even when I wasn't in the room.
I set direction clearly and give feedback often. People do their best work when they know where the bar is and trust that you'll tell them when they've hit it, and when they haven't. I hold a high standard and say so directly, with care.
Career conversations aren't annual rituals. I take a real interest in each person on my team, help them see where they want to go, and work to close the gap. I've had designers grow faster than they expected because someone was actually paying attention.
Building a great team is one of the highest-leverage things a design leader does. I hire for craft, curiosity, and coachability. When I find someone exceptional, I move fast.
02 / Culture
Culture is the operating system your team runs on. If the "how" is broken, the output suffers no matter how talented the individuals are.
I invest in culture deliberately, through consistent behavior, not slogans. At ESAB I maintained strong team morale through rapid growth, two major AI product launches, and a global rollout across 12+ languages. That kind of sustained performance requires trust, not just process.
I don't ask my team to do things I wouldn't do myself. I sit in user research sessions. I write the briefs. I push pixels when it matters. Leading by example isn't a platitude, it's how you earn real credibility.
I help my team draw a direct line between their daily work and the broader mission. When people understand why their work matters, not just what they're shipping, they bring more to it.
Sustainable performance beats burnout sprints every time. I set healthy norms around workload, meetings, and capacity. Burnout is a failure of leadership, not a badge of commitment.
03 / Outcomes
Design that doesn't solve real problems is just decoration. I hold my teams accountable to outcomes, not just outputs.
At ESAB I shipped two enterprise AI products from scratch while driving NPS from 26 to 38, +117% Where-to-Buy conversions, and +613% lead generation across the portfolio. Numbers like those don't come from heroics. They come from teams that know the scoreboard and have the discipline to keep their eyes on it.
I give teams a clear answer to three questions: what we're building, why it matters, and how we'll know it worked. Without those, you're just moving fast in a random direction.
I set targets that stretch the team and make decisive calls to keep everyone focused when things get complicated. Ambiguity is the environment. Clarity is the job.
I protect the team's time like it's the scarcest resource we have, because it is. High-impact work gets resourced. Low-signal work gets cut. That discipline is how you move fast without burning people out.
Currently open to UX leadership roles
Let's build something good.