Being a design leader isn’t about sitting on the sidelines and steering from afar. For me, it’s about rolling up my sleeves and diving into the work with my team—not because I have to, but because I love the craft. That passion for the work has shaped how I lead. It’s about showing up, contributing where it matters, and inspiring others to take pride in what we’re creating together.
Leadership often feels like balancing a tightrope between strategy and execution. There are endless meetings, decisions to make, and fires to put out. But staying close to the craft is what keeps me grounded. It’s the spark that fuels me—and, in turn, fuels my team.
Filling the gaps
Over the years, I’ve had the privilege of building teams filled with incredibly talented individuals, each bringing their unique passion and expertise across the stack. But no one can be an expert in everything. One of the most transformative lessons I’ve learned as a leader is that the best way to serve my team is by stepping into the work to fill gaps where support is needed. This approach creates space for them to amplify their strengths, focus on their passions, and drive their best work—not by taking over, but by providing the momentum and clarity they need to succeed.
As a full-stack designer, every opportunity with this approach takes on its own shape. Whether it’s prototyping, shaping design systems, or storytelling, I’ve learned that offering flexibility and adapting to different roles not only clears roadblocks but also empowers the team to thrive.
During the early phases of Salesforce Essentials, I jumped in to kickstart the vision, creating conceptual mockups and prototypes to explore the “what ifs.” These artifacts weren’t just deliverables—they were catalysts for conversation, helping define what a simplified CRM for SMBs could look like.
By translating big-picture insights into tangible, user-centered ideas, I laid a foundation the team could build on. The most rewarding part wasn’t the vision itself; it was watching the team take ownership, refine the concepts, and elevate them beyond what I imagined. They weren’t just following—they were leading.
Raising the bar
I’ve always believed that leadership isn’t about telling people what to do—it’s about showing them what’s possible. When I jump into a tough challenge or tackle an ambiguous project, it’s not to prove I can. I’m there to model an approach, set a standard, and inspire the team to aim higher.
The best lessons aren’t taught in presentations or meetings—they’re learned in the craft. When working alongside my team, I’m not just solving problems; I’m creating space for mentorship, discovery and growth. It’s about showing someone how to navigate ambiguity or approach a challenge, rather than just handing them the answer.
Leaders who roll up their sleeves and share in the work create something far more impactful than just great products—they build connection, trust, and shared ownership. Especially in today’s remote and hybrid-first world, where we’re often working apart, this approach bridges physical and emotional gaps. It shows the team you’re invested—not just in the results, but in the process and in their growth.
Leading with Joy
At its heart, staying hands-on is about sharing the joy of the craft. The thrill of solving a tough problem. The satisfaction of seeing an idea take shape. The pride in knowing you’ve done something meaningful together. When leaders stay close to the work, they build more than great products—they build a sense of shared purpose.
The craft matters. The people you share it with matter even more. And when you lead by doing, you create something bigger than the work itself—a team that believes in the process, in the outcomes, and in each other.
Let your passion for the work guide you. Let it inspire your team. And most importantly, let it remind you why you fell in love with this craft in the first place.