Leading Projects, Building Trust

Over the years, I’ve worked alongside deeply talented teams—Chief Digital Officers, Creative Directors, Product Designers, Engineers, Producers, and CEOs. Each person brought something exceptional to the table, and my role was to make sure they had what they needed to deliver their best work.

Project management, for me, has always been about people as much as process. It’s about protecting the team, protecting the work, and delivering with clarity. In fast-moving environments, that means balancing competing needs: client expectations, internal bandwidth, and creative quality. I listen carefully, anticipate what’s coming, and make sure the team has the time, context, and space to succeed.

For those who hesitate to speak up, I ask questions on their behalf. For those who push too hard, I help set boundaries that preserve balance and quality. Emotional intelligence sits at the center of how I manage. You can have the best toolset in the world—(for me, that’s usually Smartsheet)—but without empathy and awareness, teams burn out fast. The real work is knowing when to step in, when to step back, and how to maintain trust across disciplines.

My design background gives me an edge here. I understand how creative and technical minds think—the push for innovation, the pressure of deadlines, the nuance between concept and code. I can translate a client’s vision into what’s feasible and guide delivery in a way that feels thoughtful, human, and sustainable.