Creative Leadership

Architecting the Global Growth Operating Model

My core mandate was clear: elevate a functional team into a global growth engine. This required engineering the strategic architecture and cultural change necessary to centralize design oversight without sacrificing velocity across multiple continents.

• Established organizational governance and career clarity to ensure professional continuity and retention.
• Built talent acquisition infrastructure to scale a high-performing organization quickly.
• Architected and deployed the Pod operating model, blending centralized oversight with decentralized execution for global velocity.
• Implemented a document-driven process (writing culture) to accelerate decision-making and ensure cross-functional clarity.

The success of this new architecture justified aggressive investment. Leveraging this momentum, I successfully scaled the team from 120 U.S.-based designers into a 325+ global, cross-functional organization across seven countries, including key hires in Toronto, Mexico City, London, and Zürich.

Engineering Creative Impact

Bold exploration starts by fostering psychological safety. This environment is where teams become empowered to move past the obvious and challenge assumptions, focusing entirely on solving the core customer challenge.

To define new experiences, I create mechanisms that capture and disseminate information to strip away ambiguity. I engineer certainty into the creative process, crafting interactions that turn curiosity into predictable, repeatable results.

With relentless focus, I've taken teams from underfunded to driving business decisions at the executive table.

Connecting Research to Financial Decision Making

The tipping point for customer insights is when it directly influences product funding.

I established mechanisms that transformed research into actionable financial intelligence. I paired a centralized research repository containing ≈ 1,300 studies with the Customer Experience Outcomes (CXOs) Framework. I showcased this model at the AWS Executive Leadership conference in London, demonstrating how we targeted customer friction to focus our AI investments.

This disciplined approach guided strategic decisions, ensuring product funding aligned directly with addressing customers' greatest headwinds.