My services

I started out on the client side, watching good ideas get diluted by the time they reached a customer — not from bad intentions, but from too many hands and not enough clarity about what the brand was actually for. Every round of feedback pulled it somewhere slightly different, until the thing that shipped barely resembled the thing that had once been genuinely sharp.

It took me a while to name what was actually going wrong. It wasn't a talent problem. It was a clarity problem — nobody in the room could say, in one sentence, what the brand needed to be true to. So decisions got made on instinct, or on whoever spoke last in the meeting.

That's the problem I've spent the past decade solving. First inside larger studios, then on my own, working directly with founders who are close enough to their business to know something isn't landing, but too close to see exactly why. I start by getting that distance for them: what the brand is actually for, who it's actually for, and what it can afford to stop trying to be.

From there it's less about big reveals and more about the unglamorous part — building the identity, the language, and the working systems that let a small team hold a clear line without needing me in every meeting to defend it. The brands I'm proudest of are the ones that don't need me anymore. That's not a sign I've made myself replaceable. It's the whole point.