I partner with studio founders to grow their business with systems that protect their time and creative energy.

My background: From designer to manager

(the longer version lives here)

From 2011 to 2020, I trained as an architect and worked in brand & communication design. Along the way, I saw the same problem everywhere: talented creative people doing great work, but without the right systems to support them. This led to stress, conflict, and burnout.

In 2020, I joined a brand design studio I deeply admired — not as a designer, but as a Project Manager. I wanted to fix that gap between creative talent and operational support. That’s been my focus for over five and a half years now. I started in-house and now work independently with several studios at once.

Everything I do is about making creative work sustainable, from the first spark of an idea to the final delivery, by building systems that actually have heart.

What I help studios with

My work with studio founders falls into two main areas:

1. Getting new work in (Business Development)

This is about how a studio attracts clients and communicates what it does. It’s not about selling harder, but about being clearer. Some common problems I help solve are:

• The founder has to be personally involved in every new client conversation

• Services that are hard to explain or boundaries that are blurry with clients

• Too much back-and-forth before a project even starts

2. Getting work done well (Project Management)

This is about what happens once a project begins. How the team collaborates, how decisions get made, and how things keep moving without constant crisis management. Common problems I help solve in this space are:

• Too much depends on one or two people to keep everything running

• Projects that feel messy even though the team is skilled

• Deadlines that slip because tasks aren’t broken down clearly

What “growth” means to me

I believe every founder should decide what growth looks like for them. For some, it means earning more as a solo operator. For others, it means building a team of 20 or 100. My job is to support the version of growth that fits them best.

How I measure “success”

I consider my work successful when the studio can run well even if the founder steps away from daily operations. Once good systems are in place, founders get their time back: to focus on bigger priorities, think more strategically, or simply take weekends off.

How I work: A four-step process

Every studio is different, which means the work can’t start with a template or a predetermined solution. Over time, I have developed my own 4-part process for working with creative founders:

Step 1. Auditing: Understanding what exists

Before changing anything, I look closely at how the studio currently works: its structure, limitations, and history. Without this context, new systems tend to create more problems than they solve.

Step 2. Co-creation: Building with, not just for

I don’t hand over generic templates. I build systems with the founder, because I believe most founders already have a strong sense of how things should work. It just hasn’t been put into a form the team can use every day. This step is about turning that knowledge into something shared and practical.

Step 3. Knowledge-sharing: Teaching the team

Systems only work when people understand and trust them. I share the thinking behind each system with the relevant team members so they can carry it forward on their own. This is where the studio starts running more independently.

Step 4. Iteration: Adjusting over time

Studios change. Teams grow. Priorities shift. So we revisit and update systems as needed (sometimes even rethinking the original problem) to make sure the studio stays supported as it evolves.

Want to talk?

If you’re a creative studio founder and any of this feels relevant, we can start with a conversation. A 60-minute consultation is a chance to understand your situation, figure out what feels heavy and explore some immediate solutions.