About
I'm a product designer who treats design decisions as business decisions, and builds the systems other people design within. I've spent eight years on complex, technical products where ambiguity is the starting point: AI-powered translation, telecoms, and document management serving millions of users.
What that looks like in practice: at PandaDoc I rebuilt trial onboarding through continuous discovery and A/B testing for a 10% activation lift, and ran the research interviews that surfaced onboarding problems that, when fixed, lifted the tested feature's SCAT score. At Unbabel I framed bad UX quality as a revenue blocker to get engineering on board, partnered with the Director of Product to ship the order workflow that moved $6M in existing revenue onto the platform, ran a separate redesign that drove 42% more translation projects and a 5% retention lift, and designed the AI surfaces where users set up translation jobs and read the model's output. I built a design system at NOS that stayed in use for years after I left, and I ran more user interviews than anyone on my team and wrote the guidelines the rest of the team used to run their own. I've redesigned the copy, the components, and the information architecture, and I've owned the strategy that decided which of those mattered.
I work as both strategist and executor, embedded with Product and Engineering rather than handing off to them. My instinct is to look past the individual screen: how a solution interacts with existing features, where it closes or opens a loop in the journey, and what it costs the people who have to build and maintain it.
Team leadership
In my second year at Unbabel, I moved into a team lead role, managing three designers while continuing to lead Portal's design direction and contribute as a lead IC on strategic initiatives. I owned the design function: establishing processes, leading critiques, and building our design system alongside front-end developers.
I mentored each designer by need: presentation and stakeholder skills for the mid-level designers, confidence for the junior. My style prioritized autonomy and ownership. I wanted my team to know I had their backs and to feel real responsibility for their work. When I left, I advocated for one mid-level designer's promotion to senior. She was promoted.
Download CV
About
I'm a product designer who treats design decisions as business decisions, and builds the systems other people design within. I've spent eight years on complex, technical products where ambiguity is the starting point: AI-powered translation, telecoms, and document management serving millions of users.
What that looks like in practice: at PandaDoc I rebuilt trial onboarding through continuous discovery and A/B testing for a 10% activation lift, and ran the research interviews that surfaced onboarding problems that, when fixed, lifted the tested feature's SCAT score. At Unbabel I framed bad UX quality as a revenue blocker to get engineering on board, partnered with the Director of Product to ship the order workflow that moved $6M in existing revenue onto the platform, ran a separate redesign that drove 42% more translation projects and a 5% retention lift, and designed the AI surfaces where users set up translation jobs and read the model's output. I built a design system at NOS that stayed in use for years after I left, and I ran more user interviews than anyone on my team and wrote the guidelines the rest of the team used to run their own. I've redesigned the copy, the components, and the information architecture, and I've owned the strategy that decided which of those mattered.
I work as both strategist and executor, embedded with Product and Engineering rather than handing off to them. My instinct is to look past the individual screen: how a solution interacts with existing features, where it closes or opens a loop in the journey, and what it costs the people who have to build and maintain it.
Team leadership
In my second year at Unbabel, I moved into a team lead role, managing three designers while continuing to lead Portal's design direction and contribute as a lead IC on strategic initiatives. I owned the design function: establishing processes, leading critiques, and building our design system alongside front-end developers.
I mentored each designer by need: presentation and stakeholder skills for the mid-level designers, confidence for the junior. My style prioritized autonomy and ownership. I wanted my team to know I had their backs and to feel real responsibility for their work. When I left, I advocated for one mid-level designer's promotion to senior. She was promoted.
Download CV
About
I'm a product designer who treats design decisions as business decisions, and builds the systems other people design within. I've spent eight years on complex, technical products where ambiguity is the starting point: AI-powered translation, telecoms, and document management serving millions of users.
What that looks like in practice: at PandaDoc I rebuilt trial onboarding through continuous discovery and A/B testing for a 10% activation lift, and ran the research interviews that surfaced onboarding problems that, when fixed, lifted the tested feature's SCAT score. At Unbabel I framed bad UX quality as a revenue blocker to get engineering on board, partnered with the Director of Product to ship the order workflow that moved $6M in existing revenue onto the platform, ran a separate redesign that drove 42% more translation projects and a 5% retention lift, and designed the AI surfaces where users set up translation jobs and read the model's output. I built a design system at NOS that stayed in use for years after I left, and I ran more user interviews than anyone on my team and wrote the guidelines the rest of the team used to run their own. I've redesigned the copy, the components, and the information architecture, and I've owned the strategy that decided which of those mattered.
I work as both strategist and executor, embedded with Product and Engineering rather than handing off to them. My instinct is to look past the individual screen: how a solution interacts with existing features, where it closes or opens a loop in the journey, and what it costs the people who have to build and maintain it.
Team leadership
In my second year at Unbabel, I moved into a team lead role, managing three designers while continuing to lead Portal's design direction and contribute as a lead IC on strategic initiatives. I owned the design function: establishing processes, leading critiques, and building our design system alongside front-end developers.
I mentored each designer by need: presentation and stakeholder skills for the mid-level designers, confidence for the junior. My style prioritized autonomy and ownership. I wanted my team to know I had their backs and to feel real responsibility for their work. When I left, I advocated for one mid-level designer's promotion to senior. She was promoted.
Download CV