A consistent theme across my career: I took the most complicated thing on the table, made sense of it, and translated it for the people who had to make decisions with it.
First I did it with numbers. Now I do it with pixels.
My years in finance shaped how I think, communicate, and make decisions.
Here’s what I’m bringing with me.
Every conclusion had to stand up to scrutiny.
Curiosity and the right questions make unfamiliar problems solvable.
Complex financial data only mattered once it became a story people could act on.
Shared frameworks help different teams make decisions the same way.
I built those skills across very different companies and problems. Here’s what that looked like.
Manulife Financial
Redesigning processes to reduce audit costs
Mapped reporting processes across Manulife’s Investment Division to uncover overlapping SOX controls, streamline workflows, and reduce external audit costs.
Ernst & Young
Learning a complex calculation from scratch
Completed RBC’s risk-weighted asset (RWA) calculation for its Y-9C filing after googling “what is RWA?” on my first day, helping the bank meet its federal reporting deadline.
Morgan Stanley
Turning expense data into a story
Rebuilt the firm’s quarterly expense due diligence report after its only subject matter expert left, turning complex expense data into the narrative the CFO needed ahead of investor calls.
Meta
One framework for many teams
Standardized quarterly business reporting (QBR) across Meta Business Group, giving business partners a consistent view of expenses, headcount, performance, and how their teams contributed to the broader group.
Why design now?
Design was never part of the plan. I chose finance because it was the responsible choice for an immigrant kid. It taught me how to think, and it gave me the freedom to decide what came next.
When I asked myself what I wanted that to be, I chose design. And it didn’t feel like changing careers. It felt like the right medium.
Now, the work.