Early in my career, I built websites and interactive experiences, not just designing them but shipping the code. That double foundation gave me something I've never stopped valuing: a deep technical fluency that lets me collaborate with engineers as a peer, prototype in code, and contribute directly to production when it matters. I've shipped real code at both Adobe and Square.
Over 20 years, I've grown from a Flash developer at a Milwaukee agency into a Design Director who led multi-disciplinary teams at two of tech's most design-driven companies. At Adobe, I was part of a team focused on zero-to-one projects across Creative Cloud, Marketing Cloud, Design Systems, and more, contributing as both designer and developer. At Block / Square, I spent 12 years growing from Product Designer to Director, leading teams across seller onboarding, support tooling, sales and account management tooling, and communications platform.
I became one of Square's earliest remote advocates, working distributed since 2010 and helping lead the company's transition to a remote-first culture during the pandemic, drawing on a decade of lived experience.
What drives me most isn't the pixels — it's the people. I take more satisfaction from watching the designers around me grow and succeed than from any product milestone I've hit myself.
My approach to design leadership comes down to three interconnected principles. They aren't abstract values, they're the behaviors I try to live out every day with my team, my cross-functional partners, and the products we build together.
The foundation of my approach is Servant Leadership. In any leadership role, I see the primary responsibility as serving the team and acting as the catalyst for their success. This starts with a people-first mindset: I focus on the health and fulfillment of designers, because a burnt-out designer isn't a growing designer.
But being a servant leader also means being a strategic partner. I'm there to ensure the team's energy is being spent on the work the company values most. It's a critical balance: I provide coaching and mentorship, but I also hold the team to the high standards required to succeed. The goal is a team that feels deeply supported and consistently challenged.
I view the EPD structure (Engineering, Product, and Design) as a three-legged stool. If one leg is out of alignment, the entire product experience topples. Balance isn't just about organizational structure; it's about trust. I believe in building deep relationships with cross-functional partners before they're needed, so that when a deadline is tight or a disagreement arises, the team isn't starting from zero.
This philosophy also shapes how I build teams. I don't want a team of clones. I look for a multidisciplinary group (product design, content design, diverse backgrounds) specifically so we can see every problem from every angle. When the team is balanced, the output is stable, and the best idea can come from anywhere.
I avoid micromanagement because I expect designers to be the bold voice in the room, to act with conviction, put their ideas forward, and use their expertise to drive the product. If a designer isn't bringing a strong point of view, the company isn't getting the best version of their talent.
That boldness only works balanced by genuine humility. I want a team of learners at heart: people who listen, absorb new inputs, and use that information to form an even stronger, better-informed opinion. This isn't about being wishy-washy. It's about a relentless, active pursuit of the best possible outcome. When a team is bold and open, they are always growing.
Led design teams across Sales, Account Management, Support, and GTM tooling. Oversaw product, content, service, and interactive design disciplines. Drove vision, priorities, and quality across a wide, complex product surface.
Led teams of 4–9 across Onboarding, Sales & AM tooling, Support, Comms Platform, and Customer Data Platform. Managed product designers, content designers, interactive designers, and design technologists. Helped lead Square's transition to a remote-first culture during the pandemic, drawing on 10+ years of distributed work experience.
Designed and built interactive experiences for Square Shop and Public Web, working at the intersection of design craft and front-end engineering.
Designed across core Square products including Appointments, Invoices, Customer Engagement, and Employees.
Contributed as both designer and developer across Creative Cloud, Marketing Cloud, Adobe XD, Photoshop Express, Help & Learning, and Design Systems. Focused on zero-to-one projects and end-to-end redesigns, growing from IC to cross-org project lead.
Flash developer and visual designer at a digital agency, crafting interactive experiences for major brands including Harley-Davidson and Budweiser.
I'm always up for conversations about design leadership, building great teams, or the future of products people love. Reach out — I read every message.