Every project starts with clarity. Before jumping into explorations, I help set design expectations through a brief that captures what we're solving for, what already exists, and the business and user goals at stake. From there, I translate ambiguous PM input into design thinking language using "How Might We" questions to surface gaps, reframe constraints, and align the team on what we're actually trying to achieve.

With a shared frame in place, I move into exploration. Broad "what if" sketches give way to low-fidelity concepts, which I test and refine into high-fidelity prototypes. When a direction feels right, I validate it through user testing by making sure what we're building actually serves the people it's designed for. I stay involved well past handoff. I work closely with PMs from problem definition through post-launch iteration, and with engineers during implementation to close the gap between design intent and what ships. For me, shared success metrics aren't a PM artifact — they're a design responsibility too.

I created designs for the subscription upsell flow to surface value and reduce UX friction, worked with designers and PMs to create features to increase conversion and bring attention to subscription features, cleaned up legacy monetization screens and check out flows (particularly on web), and more.