I've spent 20 years
making things.
- Brands.
- Products.
- Experiences.
- Teams.
- Organizations.
- New ways of working.
The maker
Long before I knew the language of design or strategy, I was drawn to making — taking ideas that existed only in someone's imagination and giving them form.
That's how I've learned, solved problems, and understood the world. I began with brands, publications, and album covers.
The medium changed. The impulse didn't.
Now
I lead Consumer Creative and Strategy at Hearst Magazines.
More than 35 brands, and the audiences, products, and experiences around them. The work is as much about how the organization decides and works together as it is about what gets made.
Selected work
Purpose
I love making because it is where thinking becomes tangible.
You start with a question. You look closer. You research. You sketch. You try something. You discover you're wrong. You try again. Somewhere in that process, an idea becomes real enough to challenge — and that's when the interesting part begins.
That's why I believe design and creative belong upstream. Not because designers need a seat at the table, but because the decisions made before the work begins will ultimately shape what gets made. The earlier we bring curiosity, craft, and creative thinking into those decisions, the more opportunity we have to make something intentional rather than react to what already exists.
Not design as decoration. Not thinking as an endpoint. Making is where design stops being theory and starts creating value.
Leading
Leadership isn't having all the answers. It's creating the space for better answers to emerge.
- Clear direction.
- Strong questions.
- High standards.
- Direct critique.
- Room to play and experiment.
- Systems that create leverage.
- Teaching rather than rescuing.