I don’t have many “dreams” in the traditional sense. A healthy family, a roof over my head, and food in my belly give me daily gratitude.
But one aspiration has stayed with me for years: to create something like the Adobe software splash screens I’ve seen across a lifetime of using their products. Those realistic but abstract pieces of art and illustration that say so much appear for only a moment, and then disappear into the work itself.
That idea reflects the kind of work I’m drawn to: visible enough to create feeling, clear enough to support action, and humble enough to serve something larger than itself.
As I continue working with fantastic clients on meaningful projects, while also looking for the right longer-term commitment, I’ve been thinking more seriously about who I am, how I lead, and what kind of partnership I am built for.
My name is unique. I can’t change that, and I can’t forget that people tend to remember me. That has shaped one of my clearest life principles: I cannot be the most selfish, ego-centered person in the room. It also feels totally icky, and leaves me open to gaslighting predators out there. (Hi, weirdos!)
If people are going to remember me, I want them to remember someone who helped others become clearer, stronger, and more capable.
That means practicing equality, empathy, generosity, and self-discipline in my daily life. It means taking prayer, healthy eating, and exercise seriously, because if I am not functioning at my best, I cannot help others become their best and most positive selves.
I practice leadership through positivity, transparent communication, high standards, and continuous learning. I believe in helping people see the full picture of what a system/team is capable of, where the real bottlenecks are, and what decisions need to be made before uncertainty turns into expensive commitments.
That kind of work requires more listening closely, watching how work actually moves, creating honest feedback loops, and helping people name what is happening before it becomes a crisis; because “crisis execution” is chaotic, taxing on people, and more expensive in the long term.
That kind of systems thinking means I am not looking to simply execute someone else’s strategy without question. I have outgrown that role, and it would not serve the people or organizations I hope to support.