About me
“Effort can be light-touch and have greater impact than grind.

This still means we do the work.”
— Personal philosophy

3 domains of creative momentum

Refusal to pause = failure to receive signs that point to what’s important.

Refusal to learn = failure to make connections that get things unstuck.

Refusal to act = failure to transform what was learned in theory and make it useful.

Engaging with this flow is the work.

We all have different sensibilities when it comes to shifting gears—contrasting approaches help your team solve problems with greater depth and breadth. This model helps provide a starting point for communicating progress, shifting gears, and delegation.

Why map it out?

Opportunity wants visibility

What if I told you I felt most productive as an entry level employee who slacked off as much as I put in the effort? Weird flex, but I’ll confess!

I was in creative flow but couldn’t name it…I lacked a mental model to help me identify and explain where I was at in any process. A simple framework can help us embody the compass within, break old patterns, and seek help when needed.

☝︎

A perspective shaped by many teachers

  • Illustration

    I began my career in retail catalog production as an assembly line illustrator, eventually growing into conceptual and layout designer for cookbooks and calendars.

  • Workflow

    I grew naturally into workflow management, but wasn’t great at all aspects of the role. I took that as a sign it wasn’t right for me, because I hadn’t yet learned that every natural gift comes with super wobbly spots and room for growth.

  • Manufacturing

    I fell into 3D giftware design and found out starting over could be invigorating. I learned about: visualizing design specs from multiple pov’s, rapid iteration, white label manufacturing, selling at trade shows, and working with overseas vendors.

  • Graphic design

    Next up: traditional graphic design. I fell into this, too, cutting my teeth on print and digital—from production to special projects. I DON’T love doing it all, but I sure know what it takes to switch gears.

  • People management

    I landed back into a managing role. Turns out I wasn’t uniquely bad at it…I just needed to practice. I feel most at home in a role that starts with the big picture, zooms down into the dots, then back out to connect them.

  • Team leadership

    Shifting from a managing director to an IC director has been amazing—allowing me to once again relate as a peer and lead casually by example. I believe in the efficacy of both managing and IC directors (especially when paired together).

Broad experience doesn’t add up to doing it all

It sparks informed decision making around diverse contexts, skills, and efforts.

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