Leadership: How the Work Gets Done

Built and led design teams of 5 to 9, with designers who had worked for me before choosing to join me again. Weekly 1:1s, individual goals and 30-60-90 day plans for every hire. I personally train designers in outerwear, color, trim and materials, and hire for craft and curiosity.

Stage-gate product creation, brand DNA guidelines, a standardized design-pack format for CAD-to-marketing handoff, and early color direction shared with key markets, each built at one brand and scaled to five. Authored the design review, pre-line, sell-in and sales decks for 16 seasons.

Scaled a generative AI imaging pipeline across the portfolio, from sketch to photoreal, so lines could sell without samples. Built a shared Mural workspace connecting Colorado, New York, the EU and Taiwan in real time, replacing daily line printing. Stood up an in-house color and quality function (100% Farnsworth) and a university partnership with Colorado State.

Through an acquisition and restructures that changed team size, reporting lines and scope mid-season, I kept every season on calendar: covered all Spyder apparel design solo for six months, then rebuilt the team through hiring, onboarding and hands-on training. In 2026 I took on merchandising and development alongside design under one portfolio strategy.

Integrated design, merchandising and development under one portfolio strategy, with 1–3 year product and CMF roadmaps and portfolio planning alongside brand presidents. The Design Review Framework gave Design, Merchandising, Development, Marketing and Supply Chain one shared calendar and clearer decisions.

Camber Outdoors Senior Mentor. Led the PEARL iZUMi Women's Leadership Development Program and the Women's Initiative. Five years as an Adjunct Professor of Studio Art + Design, trained in adult learning theory, which shapes how I onboard and grow designers.