How I Lead
Creative Teams

Good creative leadership is not about having every answer or controlling every decision. It is about giving people enough clarity, trust and support to do strong work.

I believe creative teams perform best when they understand the problem, know what good looks like and feel comfortable asking questions before a project goes off course. My role is to set direction, remove obstacles, protect the quality of the work and help each person grow.

I stay close to the work without micromanaging it. I can guide the larger strategy, review a user flow, strengthen a concept, help solve a production problem or step in when a team needs another capable set of hands.

My Approach

  • Start with the problem

    Before discussing layouts, campaigns or deliverables, I make sure the team understands what we are trying to accomplish.

    Who are we speaking to? What do they need? What action should they take? What does success look like for the customer and the business?

    Clear questions lead to better creative decisions.

  • Give useful direction

    “Make it pop” is not creative direction.

    I give feedback that explains what is working, what is not working and why. I try to connect every comment to the project goal so the team can solve the problem rather than simply follow instructions.

  • Build process around real work

    Creative teams need structure, but the process should support the work rather than slow it down.

    I create practical systems for intake, prioritization, reviews, approvals and production. I also leave room for changing priorities, unexpected problems and the reality that not every project follows a perfect path.

  • Develop people, not just deliverables

    A strong project matters. So does the person who created it.

    I pay attention to each team member’s strengths, confidence, communication style and career goals. Some people need more room to explore. Others need clearer checkpoints. Good leadership means understanding the difference.

  • Stay close to the craft

    My background includes design, UX/UI, photography, video, e-commerce, content, packaging, print and digital production.

    That hands-on experience helps me give practical feedback, understand workflow challenges and recognize when a timeline or request is unrealistic. It also means I can step in when the team needs support without taking ownership away from the person doing the work.

Leading a Global Creative Team

Claire’s and Icing

As Global Creative Director for Claire’s and Icing, I led a multidisciplinary team of 22 across Chicago and Birmingham, UK.

The team was responsible for nearly every customer-facing expression of both brands, including e-commerce, UX/UI, social media, photography, video, packaging, retail signage, digital campaigns and print.

What the team needed

The work crossed departments, channels, markets and time zones. The team needed clearer priorities, more consistent communication and processes that could support a high volume of fast-moving work without lowering creative standards.

How I led

I created a more structured approach to project intake, creative development, reviews and approvals. I worked closely with marketing, merchandising, e-commerce and regional teams to clarify goals before work began.

I also focused on building a stronger connection between the Chicago and Birmingham teams. People needed to feel that they were part of one creative organization rather than two separate offices completing related work.

I remained involved in the concepts and execution while giving team members ownership of their work. My responsibility was to protect the brand, help people make stronger decisions and keep projects moving.

The result

The team delivered consistent creative across a large international retail organization while improving collaboration and turnaround time.

Stronger content strategy and execution contributed to a 150% increase in digital engagement.