About Me
I've designed solutions where clarity, usability, and compliance are essential. I design intuitive, scalable experiences grounded in research, interaction logic, and human-centered design principles — helping people work smarter and with confidence. Each time I start a project, I make sure to deliver purposeful design decisions shaped by real user insight and collaboration.
"What are your strengths?"
I’m good at breaking down complex design concepts into simple, real-world examples that make sense to others. I also bring strong communication and empathy — I listen carefully, give clear feedback, and help people connect the “why” behind design decisions.
"What are your weaknesses?"
I tend to take on too many responsibilities because I genuinely want projects to succeed. I’m learning to delegate more and trust the process — especially when mentoring newer designers who need room to experiment.
"How good you are at what you do?"
I’d say I’m confident and experienced — but I’m always learning. Design keeps evolving, so I stay curious, test new tools, and learn from others. That balance of experience and curiosity keeps my work strong.
"How do you handle a tough day at work?"
I pause, step back, and re-frame the situation. I’ll take a short break or sketch ideas to clear my mind, then come back to prioritize what can actually move things forward. Staying calm and solution-focused helps me and my team reset quickly.
Favorite interview question 1: "How do you approach or solve disagreements?"
My main rule for handling disagreements is to stop talking and start looking at the map. Before we do anything, we go back to our main guideposts:
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What's best for our customer? (The user)
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What's best for the company? (The business)
I always listen first to understand why the other person feels that way. Then, I bring in clear evidence—like customer testing results, data showing what people click on, or basic rules about how things should work (accessibility). We let the facts, not feelings, decide.
The Approach in Action (Simple Examples)
I. Product Strategy (The PM is Rushing a Feature)
The Problem
The Product Manager wants to ship a huge new feature right now, but our tests show customers are confused by it and will probably mess it up.
How I Solve It
1. Show the Risk: I first show the PM the proof—like a video clip of a customer failing the task, or a clear number, such as "4 out of 10 people couldn't complete this."
2. Negotiate a Smaller Launch: I offer a win-win:"Let's launch the smallest, most essential version of this feature now to hit your deadline, and we'll save the confusing, complex parts for the next update."
3. Call it "Risk Control": I frame this as reducing our risk of failure, not as delaying the project.
II. Team Management (Designers are Fighting Over Details)
The Problem
Two senior designers are arguing about the tiny details of our design standards (like what icons we use or what we name a button).
How I Solve It
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Focus on Shared Rules: I quickly stop them from saying "I like this" and make them talk about "Which option follows our team rules better?"
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Create a Scorecard: We stop arguing and write down what matters most: Is it easier to build? Does it follow our accessibility rules? We then score the options objectively.
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Write It Down: Once we decide, we document the final choice and the reason why so the argument is permanently settled and everyone learns from it.
III. Cross-Functional Collaboration (Engineers Say the Design is Too Hard)
The Problem
The engineers say my beautiful new design is too complicated and will take too long (two extra months) to build.
How I Solve It
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Work Together Early: I bring an engineer into the design process right away. We look at the problem together, not just the final design.
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Find the Hard Part: We pinpoint the exact step that causes the technical risk.
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Co-Design a Simple Fix: We work together to create a compromise. The goal is to keep most of the great user experience while cutting the engineering work by half.
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Test the Compromise: We quickly test the simpler design with customers to prove it still works before the engineers spend time building it.
IV. Design Quality & Delivery (A Junior Designer is Overwhelmed)
The Problem
A promising designer is missing deadlines because they keep taking on too much work and are afraid to ask for help.
How I Solve It
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Coach and Support: I have a private, supportive conversation where I tell them quality is more important than quantity—and that asking for help is a strength.
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Teach Estimation: I introduce simple tools so we can all easily guess how long tasks will really take before committing to a deadline.
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Reduce Pressure: I reallocate a small part of their work to someone else immediately so they can breathe and focus on finishing their most important tasks well.
Favorite interview question 2: "Why should we hire you?"
I will be a huge value added leader who bring teams together and drives results.
I bring a rare mix of high-level strategy and real-world execution from working across many different industries.
I don't just focus on making things look good; I use customer research and data to figure out what will actually make the product work better and push the company’s business forward.
I work hand-in-hand with the product and engineering teams to make sure everyone is building the right thing.
Because I stay calm under pressure and rely on facts and empathy, you can trust me to guide the smart design decisions that matter most.
"Design-led roadmap bridging research, product strategy, and measurable user impact."
