The work only works if the people do.
Design leadership isn't about the deliverable. It's about building the conditions where great work becomes inevitable. I invest in clarity, community, and the careers of the people around me.
Where I heard the need and acted.
After a new role definition rolled out across Designers in Sales, the design community was overwhelmed. The language was high-level and abstract when people needed something grounded, specific, and usable on a Tuesday.
I heard that frustration surface, saw it get elevated to me, and responded with a set of scenario-based STAR-method behaviors across six key categories. Each one walked through the situation, task, action, and ideal result, translating enterprise language into the everyday scenarios designers actually live in.
Rolled it out at the town hall. Closed with a simple Microsoft Teams poll. The community confirmed it landed. That's the feedback loop that matters.
Designers across IBM were asking the same questions with no clear answers: What roles exist beyond mine? What skills do I actually need? Are adjacent design paths even realistic from where I stand?
I led a deep research process to map the entire IBM design landscape: core design options, adjacent-design roles, the skills each requires, and critically, what the shift would actually look like compared to where designers are today. That comparison is what made the difference. Not just a list of roles, but a real picture of the distance between here and there.
Scaled to 200+ Innovation Designers worldwide in 2025. A long-term guide that will support the CE design community for years to come.
Account Technical Leaders own the full context of their client accounts. What they often lack is the storytelling precision to distill the right information, to the right audience, at the right moment: the kind of clarity that wins a competitive bake-off or earns a spot on a client's trusted advisor list.
I was invited to speak at the 2026 ATL Onboarding event in Austin, Texas by IBM's VP of Technology Sales to give them exactly that. A practical framework they could use immediately, in the room, on the call, in the pitch.
Equip ATLs with storytelling skills that make or break the competitive moment. Invited directly by the VP of Technology Sales because the right voice in the room matters.
