Leadership

I’ve built and/or managed five different creative teams in a variety of industries (telecom, fintech, SaaS), juggling up to 10 direct reports. I tie creative output to financial outcomes anywhere I can, helping my teams link their efforts to real business success. For example, my latest team at a SaaS startup is responsible for creating more than $1.5 million in ARR, and thanks to integrating AI, their output has increased more than 30% YoY (without compromising quality).

I’m known for building the kind of teams people don’t want to leave. I believe organizational health is business health. A team that likes working together, feels empowered, supported, and challenged, and makes better, more effective products.

Finally, one of the important jobs of being a creative leader is scaling taste. What does good look like to us, and to our customers? How can we maintain that quality level while keeping our costs low, and our output high? We figure this out through smart research, consistent feedback loops, and rapid iteration.

Below you’ll find a presentation I made to help train managers. I think it both sums up my management philosophy and style, and also provides some helpful tips to new managers. Feel free to use bits from it (or the whole thing) if you find it useful!