Create space: My four pillars of leadership that puts people first

Leadership isn’t about being the loudest voice in the room, it’s about listening, lifting others up, and knowing when to step aside so someone else can shine.

Over the years, I’ve led design in many different environments, startups with ten people and massive global orgs with complex structures. But no matter the scale, one thing has always held true: great leadership is about creating space. Space for creativity, for clarity, for trust, for people to grow into their best selves. That’s what I strive for in every team I lead.

My approach is people-first, always. I believe leadership is an act of service, not just guiding projects, but shaping environments where design can thrive and people feel safe to take risks, explore bold ideas, and build something meaningful.

My four pillars

My leadership style is grounded in four simple but powerful focus areas: People, Partners, Projects, and Processes. These aren’t boxes to tick, they’re the foundation for building high-performing, human-centered teams.

1. People success

Helping individuals grow, lead, and do their best work.

I care deeply about the people I lead. Not in a “nice manager” kind of way, but in a real, sleeves-rolled-up, co-pilot-on-your-career-journey kind of way.

That means regular feedback, genuine encouragement, and making sure my team knows they’re seen, not just for what they produce, but for who they are. I build inclusive teams with diverse perspectives, and I actively create opportunities for others to step up and lead. Sometimes that means nudging someone out of their comfort zone. Sometimes it means getting out of their way.

I believe in celebrating small wins as much as big milestones, and I’m always thinking about how to help people grow, not just for the role they’re in today, but for where they want to go next.

2. Partner success

Design works best when we work together.

Good design doesn’t happen in a vacuum. The best outcomes come when design, product, and engineering are fully aligned, not just working with each other, but working for each other.

I invest a lot in building strong, trusted relationships with cross-functional partners. That looks like regular check-ins, clarity on shared goals, and open communication when things aren’t working. I make sure design is in the room early, so we're not reacting, we're helping shape the direction.

I’ve found that when partnerships are built on trust and respect, everything else, velocity, quality, creativity, gets better.

3. Project success

Creating clarity, ownership, and momentum.

Projects need structure, but not the heavy kind. Just enough to give designers what they need to go deep and deliver excellent work, without feeling boxed in.

I make sure teams are working on the right problems, with the right support, and that there's clarity on goals and impact. I advocate for maker time, not just meetings. And I encourage teams to reflect often, because learning from what didn’t work is just as important as shipping what did.

It’s about crafting an environment where people feel empowered, not overwhelmed, so they can focus, collaborate, and deliver work they’re proud of.

4. Process success

Systems that support, not suffocate.

I’m not interested in process for process’s sake. I care about building simple, flexible systems that help people do better work with less friction. Design ops, rituals, reviews, and roadmaps, they should all serve a purpose: to clarify, to connect, to unblock.

I’ve spent a lot of time refining how teams prioritize, how work flows, and how we use research and insights to stay grounded. The goal? To remove the noise, reduce the gaps, and let designers focus on what they do best: solving problems with creativity and care.

Leadership as product ownership

Great product work happens when design, engineering, and product management move as one team, with shared ownership, not siloed responsibility.

I don’t believe in the old-school handoff model where design throws something over the wall and hopes for the best. I believe in co-creation, involving all disciplines from the very start and making sure everyone has a seat at the table. That’s how you spot blind spots early, make smarter decisions, and build better products faster.

Leadership in this model means holding the vision, setting the tone, and creating space for others to lead, too. It’s about being self-aware enough to know when to step up and when to let someone else take the reins.

When we build this kind of culture, one that’s collaborative, trusting, and transparent, we don’t just ship better products. We grow stronger teams, ready to scale with confidence and heart.

Why it matters

At the end of the day, leadership isn’t a job title. It’s how you show up. It’s the trust you build, the standards you set, and the belief you instill in others that they can do incredible things, with the right support, a bit of space, and someone cheering them on in their corner.

That’s the kind of leader I try to be.

And as I look ahead, to new teams, new challenges, and hopefully new mountains to climb, this philosophy will always guide me.

If you're building a design team, looking to grow one, or just want to talk leadership and climbing metaphors, I’d love to connect.

More soon.