I met CEO Brett Jurgens and CTO Ryan Margoles, founders of Notion, after giving a talk on making smart home products more human at Refresh Denver. I met Ryan again as a Senior UX Designer at Slice of Lime when Notion was a part of the TechStars 2014 program. Slice was as part of TechStars mentorship program and it was a natural fit that I became their design mentor. Over the years I provided research and design service and in 2016, when Notion was ready for design leadership, I came on board full time.



2 front-end devs
4 back-end devs
2 qa engineers
4 data scientists
2 product designers
1 product manager
1 product marketer


One year, 11 months


Design Director
Strong and vocal design leader
Un-blocker of obstacles
Player coach


For the design team to realize its potential and connect its value to business goals, it required a strong and vocal design and user advocate focused and a focussed and empowered leader. The Design Director emerged as a title for Notion, which worked regardless of whether considered a head of design, manager, director, or VP.


As the design director for Notion I was the CEO of the design org and ultimately accountable for the team’s results. The impact of my role was the outcome of how I managed, implemented and executed design strategy, process improvement and documentation, creative direction, recruitment, scale and growth of the design and product team, defining success metrics for the design team and instilling a “design first” culture within the entire company.


The benefit of having worked with Notion in the past as a mentor and contractor allowed me to quickly understand the product development process, customer support flow, product marketing, and sales process while quickly building strong relationships with teams members. This understanding led to quick process improvements and efficiencies for the product, marketing and customers success teams.


The long-term effects of my leadership and work at Notion resulted in a successful $10 million Series A investment, building confidence in the product team that we’re building the right thing, for the right people, instilling a culture of open communication, inclusivity, collaboration and healthy debate, and instilling in the team that if “we’re not measuring success, we won’t know if we’re successful.”

A major improvement was the inclusion of customers and users in almost every part of the business. From data and analytics to surveys, to in-home research and usability testing, the design team listened to help inform business decision making and prioritize features in the interest of its customers, partners and users.