I’d say one of my key strengths is the ability to communicate clearly and persuasively—whether that’s presenting to stakeholders, aligning cross-functional teams, or simplifying complex ideas for end-users. My communication skills really help in bridging gaps between design, product, and business.
I’m also strong in stakeholder management—building trust, navigating priorities, and keeping the focus on what’s best for the end-user. Over the years, I’ve learned how to listen actively, adapt, and still move projects forward with clarity.
I have a pretty good leadership skills and I lead with a people-first mindset—mentoring designers, nurturing collaboration, and helping teams grow. Design-wise, I’m versatile—I can contribute at both the visual level and at the strategic level, especially when solving design or experience challenges across complex journeys.
My strengths lie in connecting people, bringing ideas to life, and communicating it well to audiences and stakeholders.
One area I’ve had to work on is delegating more consciously. Earlier in my career, I had a tendency to jump in and do things myself—partly because I enjoy the craft, and partly because I wanted to make sure things were done to a high standard.
But as I moved into leadership, I realized that holding on too tightly can limit both the team’s growth and my ability to stay strategic. So I’ve been intentional about building trust, setting clearer expectations, and creating space for others to own their work and grow through it.
It’s still something I’m mindful of, but I’ve come a long way. Delegating well isn’t just about handing off tasks—it’s about empowering people, and I now see that as a core part of my leadership role.