Hi, I’m Angel. I lead product design team in the healthcare technology space.

About

hiking with dog

I’ve always been fascinated by how things work—not just products, but the people and systems behind them. Long before I found product design, I was trained as a researcher, which taught me to stay curious, ask better questions, and avoid jumping to solutions before understanding the problem. It’s a mindset that has stayed with me throughout my career.

Today, I lead design teams that tackle complex problems in healthcare technology. Whether we're reimagining a clinician workflow, helping researchers make better decisions, or building products that support patients, I believe great design starts with discovery. I enjoy digging into customer behaviors, connecting qualitative insights with data, and helping teams uncover opportunities that aren't immediately obvious.

As I've grown into leadership, I've found that my favorite part of the job isn't designing every screen—it's creating the conditions for great design to happen. That means building strong teams, partnering closely with Product and Engineering, and helping designers develop both confidence and craft. The products matter, but so do the people who create them.

At the end of the day, I'm motivated by solving meaningful problems with thoughtful people. If we can make someone's work a little easier, help them make a better decision, or improve an experience they rely on every day, that's the kind of impact I'm excited to be part of.

Outside of work, you'll usually find me exploring a new city, hiking with my energetic rescue dog, or disappearing down a rabbit hole learning about something completely unrelated to design.

Leadership Principles

  • Stay Curious

    Curiosity is the antidote to assumptions. Rather than rushing toward the first solution, great teams take time to understand the problem from multiple angles. This mindset encourages exploration over validation, evidence over opinion, and creates the psychological safety to challenge ideas—including our own.

  • Know Your People

    There isn't a one-size-fits-all approach to leadership. Everyone brings different strengths, motivations, and ways of working. I believe great leaders pay attention to those differences and adapt how they coach, collaborate, and communicate—whether it's supporting a designer's growth or framing an idea in a way that resonates with executives and cross-functional partners.

  • Hold the Umbrella

    Great work happens when teams have the space to focus. I see part of my role as absorbing unnecessary noise, navigating ambiguity, and clearing obstacles so designers can spend their energy solving meaningful problems instead of fighting distractions.

  • Measure What Matters

    Teams do their best work when they understand what success looks like. Clear goals and meaningful measures create alignment, help prioritize tradeoffs, and give teams the confidence to make decisions. The goal is not to optimize for more output, but to focus energy on the work that creates the greatest impact.

Case Studies