About me
Design has always felt less like a career choice and more like an inevitability. I was raised in a creative family, surrounded by people who made things and thought visually. The path was set early, not just because I had a talent for it, but because it genuinely feeds the things I care most about: the challenge of a hard problem, the satisfaction of really understanding it, the continuous learning that comes with that understanding, and the chance to pass it on.
What has kept me here is the way design connects those things, one into the next. Every problem is an invitation to look at something from an angle no one has tried yet. The best creative work I have been part of includes a fundraising campaign that asked workers to donate time instead of money, a brand built to look and feel nothing like its category, and a personalization experience that started as an overly ambitious idea and found its way to becoming the default experience on a major product’s homepage. All of it came from resisting the obvious answer long enough to find a better one.
I have built my career across three distinct worlds: running my own design studio, agency creative leadership across national accounts and international campaigns, and leading brand and marketing experience design at Intuit for QuickBooks across Canada, Latin America, and the US accountant segment. That range was earned rather than architected, the result of following the work that interested me most and building trust in each environment along the way. What it has given me is a perspective on design that spans every side of the business: the client relationship, the creative process, and what it takes to do this work at scale inside a complex organization.
The part of this work I have grown to value most is the people. Not managing them, but genuinely investing in them and helping them do the best work of their careers. At Intuit I inherited two groups operating in silos, largely in an executional role, and spent years turning them into something different: a team that cross-functional partners sought out because of the quality of the thinking, not just the quality of the output. That kind of culture does not happen by accident. It takes consistency, real investment in the people, and a willingness to model the behaviour you want to see. I have learned that the same instinct that finds the unexpected angle in a creative brief can find the unexpected approach to a team challenge too.