Fifteen years, one global platform, and one business of my own.

I learned most of what I believe about creative work in two places, and they taught me opposite lessons.

The first was Ogilvy. I was two years out of an internship when the agency put more than ten creatives in a room to design the identity system for a UPS global platform, and mine got picked. That was the good part. The harder part came after, when I had to expand it across every channel, write the guidelines, and then get on calls with UPS teams in other countries and teach them how to use something I had made. I could not be in those rooms. The system had to work without me. That is when I learned that a design system is not a document, it is a set of decisions someone else has to be able to make correctly.

The second was my own business. I founded a 13,000 square foot creative production space in Frisco, ran it for six years, and closed it in 2025. I owned the brand and the marketing and also the lease, the payroll, and the P&L. There is a specific thing that happens when the better idea costs more than you have, and you have to choose. I made that call a lot. It made me faster and less precious, and it made me much better at working with the people who have to fund creative work.

So that is what I bring. I build systems that survive being handed to other people, I still design rather than just directing, and I understand what the work costs. I use AI throughout my process now, mostly to compress production, never to decide what is worth making.

If you want to see how any of that actually looks, the work is here.
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