Right now I’m Head of Brand at Railway, shaping how the company shows up as it grows into its next chapter. Before that, I spent four years at Vercel building the brand and the creative team around it.
Skateboarding taught me that repetition is how you earn anything, and that the person behind the camera can shape the story as much as the person landing the trick. Music taught me taste. More specifically, that having it isn’t the same as being able to explain it, and that explaining it is the actual skill. Fashion taught me that a brand is a promise you keep in a hundred tiny decisions, most of which nobody notices individually and everybody notices in aggregate.
Technology came later and mostly by accident. I was making things for people who were building things, and at some point the building became the interesting part. Brand, then design, then teams, then the uncomfortable and rewarding work of leading them. Hiring people who are better than you at something specific, then getting far enough out of the way that they can prove it.
These days I care most about a short list: talent, taste, culture, standards. Not as values on a wall, but as decisions you make on a Tuesday. Who you hire. What you ship when it’s 80% there. Whether the person doing the best work in the room feels seen. I’ve been on teams where that was true and teams where it wasn’t, and the difference in the work is not subtle.
If any of that overlaps with what you’re building, I’d like to hear about it.