My leadership style is grounded in creating shared understanding before pushing toward solutions.

In practice, this means:

• Framing problems at the system and business level before debating interfaces
• Making constraints explicit so teams are aligned on what is possible and what is not
• Translating between disciplines so product, engineering, marketing, and stakeholders stay focused on the same outcomes
• Using evidence and reasoning to guide decisions rather than preference or hierarchy

I am most effective when leadership requires synthesis, judgment, and momentum, not just execution.

Across my work, leadership has shown up less as direction and more as orchestration.

Examples include:

• Establishing shared interaction or system models so teams debate substance, not opinions
• Turning ambiguous inputs from research, sales, and analytics into clear decision frameworks
• Facilitating alignment sessions that surface tradeoffs early instead of late
• Owning decisions when uncertainty is high and downstream risk is real

This is how teams move faster without creating fragile outcomes.

My leadership is informed by formal business training and hands-on experience directing teams.

With degrees in business administration and management information systems, I bring fluency in:

• Organizational dynamics and incentive structures
• Revenue, risk, and operational considerations
• Technical feasibility and implementation realities

This background allows me to lead design conversations that hold up at the executive, product, and engineering levels without losing sight of user impact.