I’m at my best when the problem is difficult, the answers aren’t obvious, and there’s still something important to figure out.

That satisfaction — reaching the point where the direction becomes clearer — is one of the reasons I’m drawn to complex products. Analytics, AI configuration, enterprise workflows, design systems, and operational tools all contain questions that cannot be solved by looking at a single screen in isolation.

I move between the details and the wider product — what a person needs in one moment, and how that decision affects the rest of the system.

Good design decisions are intentional. A metric we expose, a step we add, a term we choose — they all communicate something, and making sure they communicate what we actually mean is a large part of the work.

Most of that thinking happens alongside Product and Engineering. The strongest solutions usually emerge when the people defining, designing, and building the product are involved from the start.

I often lead through clarity rather than authority: making the problem visible, creating artifacts people can react to, and bringing Product and Engineering into the reasoning early.

I studied Life Sciences, which taught me to look closely, question early conclusions, and understand relationships between parts before making sense of the whole.

I later worked in branding, where I used to tell clients that branding is an exact science. Every colour, weight, composition, and choice communicates something — whether we intended it to or not.

That belief stayed with me when I moved into product design.

The medium changed, but the responsibility didn’t. Every piece still communicates something — and the final experience should feel considered rather than accidental.