Creative
director.
I lead brand and creative for enterprise technology companies. The work I care about sits where a clearer story meets the systems that let a team tell it at scale.
I start with the business problem, not the design brief. What has to be understood, by whom, and what has to be built so the answer holds up after the launch. Design is part of the job. It is not the center of it.
Four principles
Strategy first, beauty second
Every design decision should connect to business outcomes. I ask "why are we doing this?" before "how should it look?" If the answer isn't clear, the design won't be either.
Systems thinking, not project thinking
One great campaign means nothing if it can't be repeated. I build design systems, workflows, vendor frameworks and governance so creative work is repeatable, not a one-off miracle.
Clarity over cleverness
Complex technology doesn't need clever creative. It needs clear creative. I simplify ruthlessly and test with real users. If something is hard to understand, I redesign it, not defend it.
Measure what matters
I tie creative to real metrics: sales cycle impact, team productivity, brand adoption, efficiency gains. If we can't measure it, we shouldn't be doing it.
Building teams
that scale
The result I am proudest of is not a logo. It is five years with 100% eNPS and zero churn on my team at Delphix, the only marketing team there to manage it. That came from clarity, autonomy, and workflows people could sustain.
Talented people do their best work inside systems that respect their time. My job is to build those systems.
Creative director
vs. designer
I'm a Creative Director, not a designer. Design is part of what I do, but it's not the center. What I actually do:
- Understand the business problem before the design problem
- Build strategy and positioning before any design happens
- Direct all creative output, rather than execute it all myself
- Design operational systems so teams can scale
- Manage vendors and cross-functional teams
- Measure business impact, alongside creative satisfaction
- Evolve systems over time, responding to what's working
This is why I can lead teams much bigger than my own hands. I build systems that let others execute.
Where I started,
where I am
From art school in Malaysia to enterprise tech in the Bay Area.
Electronic Arts
Designed for an $80M gaming business, building digital experiences and campaigns at consumer scale.
Druva
Built the creative function from scratch. Clarified brand voice, stood up in-house video, and implemented the first creative operations system.
Delphix
Led a full brand transformation and the design operations behind it. Contributed to a sales cycle that dropped from 12 months to 3, and won the Summit Award.
SustainableIT.org
Built the brand from zero, logo, identity, and the full visual system, then ran a lean global rollout across the US and EU, automating 60% of repeat design tasks along the way.
Couchbase
Leading a creative operations transformation and directing the creative for the company’s largest event.
Awards
Summit Award
The company’s highest individual honor, awarded to just one employee every two years, and I was the first ever from marketing to receive it. It is not employee-nominated; the recipient is chosen only by unanimous agreement of the entire executive leadership team, recognizing creative as a source of strategic value, and not only finished artwork.
What's next
I'm actively exploring Creative Director and Brand Director roles at enterprise technology companies. I'm particularly interested in:
- Companies in transition: rebranding, scaling, cultural transformation
- Data infrastructure, cloud, AI, and developer tools
- Organizations where creative leadership directly impacts business strategy
- Teams where I can build creative excellence and operational discipline
If you're building something ambitious and need creative leadership that's strategic, operational, and measurable, let's talk.