My career began in the early days of digital creative leadership. I guided teams through the design and launch of complex websites, platforms, and campaigns for some of the world’s most recognized brands. Early on, I pushed beyond the expected boundaries of creative direction, shaping content strategy, product strategy, and experience design for agencies and their Fortune 500 clients. I specialize in turning major shifts in technology and communication into value for the team, the company, and the end customer. I am proud of the track record I have built and the value I have created.
I’ve led teams through the real work of agile UX, built design systems that actually scale, and put the right structures in place so creative people can focus on what matters. Agency life taught me what it really takes to win. An 80% pitch-to-win ratio comes from building trust, navigating the mess, and making sure everyone knows where we’re headed. Over time, I’ve realized creative leadership means building the systems and trust that let people do their best work, together.
At Rocket and in my consulting work, I’ve helped organizations untangle tough product and information architecture problems, bring UX into the real world of development, and figure out what comes next. My approach is practical: make new technology useful for people. I look for ways to bring innovation into the everyday, so teams, clients, and the business can move forward together.
My job is to support teams, keep us focused on what matters, and make sure the work delivers real results. I’ve seen that leadership starts with trust, clear goals, and space for different perspectives. People do their best when they have ownership and the freedom to try new things. I focus on building that kind of culture, where change sticks and teams grow stronger together.
I am also…pretty fun.
More about my approach.
I’ve always been interested in where creative work meets real business needs. I started in creative direction, moved into UX and design, and then took on executive roles in product strategy, research, content, and delivery. With each step, I led new teams, learned their strengths, and connected different disciplines. At Rocket, I rebuilt a design team of over 100 people by shaping leadership, hiring, governance, and how teams worked with product. This integration gave product, research, design, content, and engineering teams a shared framework for decisions and delivery. I managed product managers, set product strategy, and worked closely with UX and design leads. In agency and consulting roles, I’ve helped teams grow, build new skills, and adapt to change. The outcome: stronger teams, real progress, and measurable business results.
Building strong organizations takes practical work. It means designing teams, hiring the right people, developing leaders, planning capacity, and managing performance so everyone can do their best. I work with executives to match priorities with the right people, budgets, and authority. I also coach leaders who make these decisions every day. Some of the people I’ve led now run teams at Google, Reddit, Adobe, and other companies. I take that responsibility seriously. I move between shaping the organization and getting hands-on to solve product problems, review experiences, or help design leaders grow their teams. This range helps me connect each discipline’s needs to the bigger business decisions that move organizations forward.
Setting direction across products and teams
My focus is turning business priorities into real progress. I help executive teams shape product and experience strategies, then connect those plans to roadmaps, investments, and delivery. At Rocket, I worked with Rocket Mortgage, Rocket Loans, Rocket Homes, and shared enterprise teams, directing portfolio staffing and cross-functional delivery. I partnered with Product, Engineering, Marketing, Research, Analytics, and senior leaders to keep priorities aligned. To support this, I set up regular cross-team planning and review sessions, built shared KPIs, and created clear decision-making frameworks. Open forums and transparent tracking helped keep everyone engaged and moving forward together.
In healthcare, financial services, B2B, and consumer experiences, I’ve helped teams make complex information and services easier to use. My approach brings together customer insights, business goals, and technical constraints. I focus on practical questions: Where are people getting stuck? What needs to change? How will we know if it worked?
Connecting brand, content, and customer experience
I’ve learned that an organization’s promises only matter if people actually experience them. I’ve led brand strategy, creative direction, content strategy, and integrated digital work for global clients, connecting positioning and storytelling to websites, apps, campaigns, and customer journeys.
At Enlighten, I started the Content Strategy practice. At Edelman, I worked across brand, experience, and communications, helping senior clients turn business priorities into clear narratives and creative direction. These experiences shape how I approach messaging, content design, product marketing, and go-to-market planning. A good story needs substance. A useful product needs a story people can understand.
Rebuilding operating models and delivery
I have a lot of experience rebuilding departments and connecting creative, UX, product, and technology teams. At Leo Burnett and Arc Worldwide, I co-founded and co-led the Rich Media Group, then worked with the COO as operational lead for digital creative. One of the biggest challenges was helping people move past resistance to new ways of working. When we merged creative and technology teams, people were concerned about losing team identity and unsure about new processes. To help, I set up open forums for sharing concerns, clarified roles and expectations, and launched pilot projects to show the benefits of working together. This built trust, reduced friction, and helped bring creative, production, and technology teams into a more connected delivery organization with clearer roles and relationships.
I’ve managed staffing, capacity planning, budgets, vendor coordination, scope, schedules, and cross-functional handoffs. I’ve led design-system teams and worked closely with engineering to connect reusable components, content workflows, and accessibility to product delivery. Working in Agile, Scrum, and SAFe environments has given me hands-on experience with Jira, GitHub, and project-tracking tools.
Practical decisions shape how an organization works, like who owns the work, how priorities move between teams, where dependencies need attention, and how leaders track progress. I connect these choices to the experience we want to deliver, so teams have a clear path from strategy to implementation and ongoing improvement.
Putting AI and new capabilities to work
I use the same practical approach with AI when building this portfolio. I direct agentic workflows across research, writing, design, and production by assigning tasks to different models and tools, then reviewing the work at key checkpoints. The process includes preparing source context, directing work in Figma and Adobe, reconciling edits, and moving approved decisions into reusable templates and instructions. One concrete result is a reusable application system: a text-based resume template and an Adobe Express cover-letter master, with approved typography, spacing, and brand decisions carried into the final PDFs.
I look for where a tool helps, where a handoff adds friction, and what needs to change as platforms evolve. I weigh new capabilities against the task and the quality of the result, always keeping responsibility for the final decision. It’s an ongoing exercise in workflow design, quality assurance, and change management, using the same judgment I apply when helping organizations adopt new ways of working. Quick feedback matters, and turning it into lasting improvement matters just as much.