I come from graphic design.

I studied Multimedia Graphic Design and from there I headed straight into complex digital products: financial platforms, design systems, enterprise software. That's where I learned that designing well isn't about making tidy interfaces, but rather about building structures a team can sustain and evolve for years.

The hardest part of design leadership turned out not to be the designing. It was holding to a judgment long enough for an organization to adopt it as its own: months convincing teams that didn't believe it was needed, until it stopped being my idea and became the standard. That wait is the part of the job least talked about, and the part that decides whether something lasts or gets shelved.

On AI I don't have a position, I have a method. I encoded the company design system into tools that generate clickable prototypes, and that changed the timescale of the work: closing an idea went from a week to showing it in minutes, and a desktop prototype adapts to iOS and Android in a couple of hours. What stays scarce is judgment, and that's the part you don't delegate.