Then

Now

Then

Now

Then

Now

Embodying a Studio Mindset

I have started to see my job as that of a studio lead – this means making many small bets, and distributing among teams.


I am thinking about efficacy, on top of efficiency, at a portfolio level.

Embodying a Studio Mindset

I have started to see my job as that of a studio lead – this means making many small bets, and distributing among teams.


I am thinking about efficacy, on top of efficiency, at a portfolio level.

Embodying a Studio Mindset

I have started to see my job as that of a studio lead – this means making many small bets, and distributing among teams.


I am thinking about efficacy, on top of efficiency, at a portfolio level.

Individualizing Talent

Pretty quickly, as both a game design leader and a director, I realized I was passionate about bringing out the talents of others, but only during the time I was working with them.


At one end of the spectrum, I did this for teams of 2, at the other, for teams of 34.

Growing Talent

Before, I cared about helping people find the best of their talent in the present tense. Now, I see potential, and set up the space for people to grow into their own interests.


I love mentoring others into becoming mentors for others.

Growing Talent

Before, I cared about helping people find the best of their talent in the present tense. Now, I see potential, and set up the space for people to grow into their own interests.


I love mentoring others into becoming mentors for others.

Walking The Walk

I also deeply believed that the only way to inspire others to do their best was to know at least the minimum of what their role skills should be; to always have an IC mindset in everything I did, even though I was a manager.

Enabling Others

I still think the best way to show I'm a leader is to do a little bit of everything, IC-wise. But I no longer feel pressured to know everything.


Now I focus on giving tools like templates, briefs, values, and principles that are succinct and actionable.

Enabling Others

I still think the best way to show I'm a leader is to show I can do a little bit of everything, IC-wise. But I no longer feel pressured to know everything. I want others to surprise me. I have learned to let go.


Now I focus on giving tools like templates, briefs, values, and principles that are succinct and actionable.

Motivating Through Vision

My main way of motivating others was in a 1:1 relationship, conveying a grand vision that fired up my peers to continue working.

Motivating Through Constraints

My objective is to give teammates the playground to dream.


My job is to give brilliant people the constraints necessary to go from a blank page to a beautiful drawing.

Motivating Through Constraints

I have shown big visions before, but now my objective is to let others build out visions themselves by giving them the playgrounds to do so.


My job is to give brilliant people the constraints necessary to go from a blank page to a beautiful drawing.

Growing Talent

Before, I cared about helping people find the best of their talent in the present tense. Now, I see potential, and set up the space for people to grow into their own interests.


I love mentoring others into becoming mentors for others.

Enabling Others

I still think the best way to show I'm a leader is to show I can do a little bit of everything, IC-wise. But I no longer feel pressured to know everything. I want others to surprise me. I have learned to let go.


Now I focus on giving tools like templates, briefs, values, and principles that are succinct and actionable.

Motivating Through Constraints

I have shown big visions before, but now my objective is to let others build out visions themselves by giving them the playgrounds to do so.


My job is to give brilliant people the constraints necessary to go from a blank page to a beautiful drawing.