Working together
Every team I work with is different, but the engagement usually takes one of two forms: either I'm embedded as your Head of Design, or I'm advising from a slight distance. Which one makes sense depends on what you actually need — ownership or judgment. If you're not sure, that's a fine place to start a conversation.
Head of Design
This is for companies that need senior design leadership — whether that's full-time for a stretch or a steady few days a week over a longer period. The shape depends on what the situation actually requires.
I've done this as the founding designer at a five-person startup that grew to twenty, and I've done it as a design lead embedded with established product teams. The common thread is ownership: I take responsibility for the design work, not just the design opinions.
What this looks like
I design and refine the core flows that make or break the product, set the design direction, and raise the bar on quality across everything that ships. Depending on where the company is, that often extends into brand and visual identity, design systems, user research, and shaping the product roadmap alongside founders or product leads.
I work closely with product and engineering — daily, not from the sidelines. When the work needs specialist help, I find and manage the right contractors. When the team is ready for its first full-time design hire, I lead that process too.
When this tends to fit
You're early and need someone senior to own design from day one. Or you have a product already but design quality is drifting and nobody's holding the bar. Or founders are spending too much time making design decisions that someone else should own.
How it usually works
Some engagements start at two days a week and stay there. Some start full-time and taper as the team grows. Some start as "maybe six months" and turn into three and a half years. I'd rather figure out the right shape together than lock it in upfront.
Advisory
Advisory is for teams that don't need a Head of Design, but do need experienced judgment they can trust.
Think of it as having a senior design leader in the room, without them being in the room every day. You're not looking for someone to own outcomes. You're looking for someone to pressure-test your thinking and tell you what they actually see.
What I do as an advisor
I pressure-test product ideas and give direct feedback on work in progress, the kind that's useful, not the kind that just sounds smart. When founders are stuck between options or second-guessing themselves, I help them decide and move on. And I name risks early, including the uncomfortable ones that everyone's tiptoeing around.
Advisory is deliberately light, focused, and bounded. Usually a mix of calls and async feedback, designed to reduce noise, not add more meetings.
When this works well
You want a sparring partner, not an owner. Big decisions are coming up, new product, platform shift, reorg. Internal debates are dragging on without resolution. Or you just want clarity before committing to something bigger.
Which one fits
If you're deciding, this usually helps:
- If you want ownership → Head of Design
- If you want judgment → Advisory
- If you want progress through execution → Head of Design
- If you want clarity before committing → Advisory
If you're unsure, that's normal. Many teams start with advisory and move into a design leadership setup once the need is clearer. Some stay advisory forever. Both are fine.
If you're curious about what I'm actually like to work with day-to-day—how I communicate, what I value, what drives me nuts—I wrote a longer piece on working with me.
One constraint worth mentioning
I only take on a small number of design leadership roles at a time. Advisory is more flexible, but still selective.
If this sounds like it might fit, the next step is just a short conversation to figure out which way of working actually makes sense, or whether I'm the wrong person altogether. No pitch, no pressure. Just clarity.