I'm a design leader who gets stakeholders bought in and engineers excited to build toward a shared direction.
Currently manage the design team at Pave, where I'm driving the shift from four siloed products to one unified, AI-first experience. I moved design from fulfilling requirements to leading the roadmap.
My superpower is seeing what a designer is capable of before they do, and putting them in a position to prove it. I still stay close enough to the work to know exactly what I'm asking of them.
Off the clock, challenge me to a battle in ZisWord, my iMessage competitive Wordle app. Or ask me about the time I made a viral meme.
ZisWord
Design Manager, 2026
Rebuilding the product nobody could explain into our strongest team
Market Pricing was one of Pave's highest-value products, the best fit for enterprise deals. Three years of feature bandaids had buried it in debt no one could fully explain, and it was buckling: the product had become unusable, and engineering was stuck in permanent triage. The company issued a mandate: stop selling to new customers until it's fixed, with mounting internal pressure to get it back on market fast.
I restaffed the team and staffed two tracks of work. I got into Figma early to understand the complexity myself and earn credibility with the team, then coached the rebuild toward three clear principles instead of a pile of disconnected screens.
+450K, CSAT 2 —> 4,
Senior Designer, 2025
Designing the data product to earn trust and oust the incumbent
Market Data was supposed to be Pave's moat, the compensation data our whole platform's insights were built on. But we didn't have the credibility of the incumbents we were competing against. The instinct across the team was to keep bolting on explanations rather than rethink the product itself, which meant we were adding complexity without adding trust.
I used Claude to rapidly prototype a new search experience and got it in front of users within days. The early signal was strong enough that I used it to make the case for a much bigger scope than what had been requested, redesigning the core experience rather than patching around it. One of our top customers put it plainly: the difference felt like going from a four-star hotel to a five-star one.
2x ARR, Customers using us as their primary data source up 30 percent, Exceeded self-serve targets
Design Lead (Manager), 2023
Finding enterprise market fit for a consumer brand
MasterClass was spinning up a B2B product after building its name in consumer. I joined as the sole designer and built the table stakes, admin permissions, member management, team organization, from 0 to 1 to unlock enterprise deals. But bolting enterprise features onto the consumer product wasn't enough to actually scale the business. Competitors matched us on features fast, and none of it answered the real question: why MasterClass, not them.
I led research to find MasterClass's actual differentiator in the L&D space and designed a north star experience around it, reorienting the product from content browsing to skills-based learning. As the product grew, so did the team: I managed two designers, one on growth and one on learner experience, while staying player-coach on admin myself.
$25M in net new sales, 3x L&D annual revenue
