I didn’t start out aiming to do “fractional design leadership.” I started out as a founder, and then later as designer who kept getting pulled into messy situations. Sometimes the product complexity had sprawled unchecked; other times non-designers were struggling to plug a design-sized gap in the organization; often it was both.
In other words, the product usually works, customers exist, but lack of design direction is gunking up the works. That's when I just roll up my sleeves and get to degunking.
A Few Examples of the Work
I’ve worked with product teams at very different stages—sometimes as the first design hire, sometimes as senior support—helping untangle complex interfaces, clarify priorities, and rebuild shared confidence across founders, product, and engineering. These case studies show what that looks like in practice.
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But My Favorite Outcomes Are Human Ones
In the end, the strongest signal of a good engagement is a team that's more confident, and shipping faster, than when I arrived.
