I believe in creating mechanisms that scale excellence. Leadership at the principal level isn't about being the "best designer in the room". It’s about ensuring the room is capable of producing the best work, even when you aren't in it.
1. The "Born Accessible" Standard
I believe accessibility is a debt you either pay now or pay with interest later. In 2022, I pivoted my team to a "Born Accessible" framework. We don't "fix" products for accessibility; we build them that way from the first wireframe. If it isn't accessible, it isn't "done."
I believe accessibility is a debt you either pay now or pay with interest later. In 2022, I pivoted my team to a "Born Accessible" framework. We don't "fix" products for accessibility; we build them that way from the first wireframe. If it isn't accessible, it isn't "done."
2. Guarding the High Bar
As an Amazon Bar Raiser, my philosophy is a mechanical commitment to quality. I treat the hiring process and the design process the same way: every addition must be better than the 50th percentile of what currently exists. This prevents talent dilution and ensures that as the team scales, the quality of the output trends upward and not toward the mean.
As an Amazon Bar Raiser, my philosophy is a mechanical commitment to quality. I treat the hiring process and the design process the same way: every addition must be better than the 50th percentile of what currently exists. This prevents talent dilution and ensures that as the team scales, the quality of the output trends upward and not toward the mean.
3. Strategic Pragmatism (The "Middle Way" for AI)
Vision is easy; execution is hard. While I define 5-year strategies for agentic experiences and AR, my leadership focus is on the interim deliverables. I advocate for "AI in the flow of work", building the rapid writing assistants and micro-interactions that solve manager pain points today while we lay the modular groundwork for the generative UI of tomorrow.
Vision is easy; execution is hard. While I define 5-year strategies for agentic experiences and AR, my leadership focus is on the interim deliverables. I advocate for "AI in the flow of work", building the rapid writing assistants and micro-interactions that solve manager pain points today while we lay the modular groundwork for the generative UI of tomorrow.
4. Reducing Burnout Through Rigorous Prioritization
Designers do their best work when they have the "cognitive runway" to think. I standardized tracking mechanisms that shifted our design support for cross-product patterns from 5% to 34%. By protecting designer capacity and prioritizing high-leverage work, we we build sustainable careers alongside better products.
Designers do their best work when they have the "cognitive runway" to think. I standardized tracking mechanisms that shifted our design support for cross-product patterns from 5% to 34%. By protecting designer capacity and prioritizing high-leverage work, we we build sustainable careers alongside better products.
5. Safeguarding Employee Dignity
I believe that predictive AI is only as valuable as the trust it maintains. My philosophy is rooted in design explainability and shifting away from "black box" algorithms toward transparent systems that reveal their logic. By surfacing the specific "why" behind every predictive insight, we protect manager agency and employee dignity. This approach guarantees that data serves the human relationship rather than attempting to replace it.