In my approach to team building, I favor the formation of groups comprised of generalists who possess a rich and diverse skill set. These individuals, often referred to as "broken-comb designers," excel in a specific area of expertise while also demonstrating proficiency across various other domains, including interaction design, information architecture, visual design, behavior design, service design, front-end development, voice user interfaces, and more. While there are occasions that call for the expertise of specialists, I firmly believe that the most outstanding designers cannot be confined by the limitations of their job titles.

Exceptional services and products stem from a deep commitment to understanding the needs and preferences of those who will ultimately use them. By placing human needs at the core of the design process, I enable companies to achieve superior outcomes, bolster profitability, and streamline operational costs.

Crafting visionary design experiences is a task well within the reach of any proficient design team. However, the true challenge lies in cultivating influence, fostering meaningful relationships, and successfully navigating the complex terrain of stakeholders, compliance, and development hurdles. It's about knowing when and how to find common ground, extending empathy to internal collaborators and leadership, and maintaining unwavering focus in the midst of perpetual change. These are the essential skills that today's leaders must wield to drive success.

Agile methodology was conceived by developers, primarily for developers. Attempting to impose an agile framework on non-development roles often proves to be an ineffective approach. In my practice, I opt for an "agile-adjacent" strategy instead of integrating designers directly into agile teams. This approach empowers them to collaborate and provide critical insights alongside their peers, allowing for a more inclusive and influential role in shaping the user experience of the products under development.