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UX designer for SaaS startups. I turn confusing user flows into clean products that convert. 7 years, 40+ products shipped. If your users are dropping off, let's talk. Austin, TX.

Most SaaS products are built by engineers who understand the system deeply — and designed by committees who understand it differently. The result is a product that works but doesn't flow. I help SaaS startups close that gap. In seven years of product design, I've worked with teams at every stage: pre-launch MVPs, post-Series A redesigns, and products that needed an overhaul because growth had outpaced the UX. My process starts with the user journey, not the feature list. I look at where people drop off, where they hesitate, and what's standing between them and the outcome they came for. Then I design around that. If you're building something that should be simpler than it is, I'd like to help.

Thank you for sharing the project brief. Based on what you've described, this is exactly the kind of problem I work on: a product with strong fundamentals and a user experience that hasn't kept pace with the team's ambitions. I've spent seven years helping SaaS teams turn functional-but-confusing products into ones people actually want to use. My approach is direct — I'll tell you what I see, not just what you want to hear — and I work best with teams who want a design partner, not just a deliverable machine.

I'm a UX designer who helps SaaS startups turn messy product flows into clean, conversion-focused experiences. In seven years, I've shipped over 40 products — including a redesign that reduced churn by 31% in a single quarter.

UX designer for SaaS 🛠 Turn confusing → clean 7 years · 40+ products Austin, TX

I'm a UX designer. I work with SaaS startups — typically after they've got product-market fit and the UX is starting to become a problem. Users are dropping off, the flows feel complicated, the team knows something's off but isn't sure what. I go in, map the actual user journey, find where people are getting stuck, and redesign around that. I've done this for about 40 products over seven years. Are you working on anything like that right now?

Executive coach for first-time VPs. I help new leaders earn their team's trust — not assume it. Former engineering director. 12 years coaching. Results show up in retention, not just reviews.

Most first-time VPs get promoted because they were the best engineer, the best operator, the best individual contributor on the team. Then day one as VP arrives, and the skills that got them there don't quite map to what the role actually requires. I coach first-time executives through that transition. Not the polished leadership theory — the real thing. What to do when your team doesn't trust you yet. How to give feedback when you used to just fix it yourself. How to make decisions when you no longer have all the context. I spent 15 years as an engineering director before I became a coach. I know what the inside of that role looks like. If you're figuring out what kind of leader you're going to be, that's exactly the work I do.

Thank you for reaching out. Based on our conversation, it sounds like [client] is navigating a leadership transition that's common but rarely talked about openly — talented people moving into VP roles without a clear model for what the role actually demands. That's the specific work I do. In twelve years of executive coaching, I've worked with technical leaders making exactly this shift. My approach is direct: we work on real situations, real decisions, real conversations — not frameworks. I'll share what I observe and we'll build from there.

I coach first-time VPs through the leadership transition that nobody fully prepares you for — from top performer to trusted leader. Former engineering director, 12 years coaching, with clients who've seen measurable improvements in team retention and engagement.

Executive coach for first-time VPs Earn trust, don't assume it Ex-engineering director · 12 yrs

I'm an executive coach. I work specifically with first-time VPs — usually people who were excellent individual contributors or managers who just got promoted into a much bigger role. The challenge is that what made them great at the last level doesn't fully map to this one. Trust has to be built differently. Decisions get made with less information. Feedback has to happen through other people. I worked as an engineering director for fifteen years before I became a coach, so I'm not bringing theory — I'm bringing that experience. Are you working with anyone navigating that kind of transition?

Strategy consultant for mid-market B2B. I fix the gap between good strategy and actual execution — so plans ship instead of stalling. 9 years, 60+ engagements. Fractional and project-based.

Most mid-market companies don't have a strategy problem. They have an execution gap — a distance between what leadership decided and what the organization actually did. The plan was good. The implementation wasn't. I work on that gap. In nine years of strategy consulting, I've worked with B2B companies at the point where ambitious plans were stalling: priorities unclear, ownership diffuse, progress slow. My job is to make the strategy executable — to translate what leadership wants into something the team can actually move on. I work in focused engagements, not open-ended retainers. We identify what's blocking execution, build the structure to fix it, and I work alongside your team until it's running. If you have a strategy that isn't translating into results, that's exactly the problem I solve.

Based on our conversation, [client] is dealing with a problem I know well: a strategic direction that leadership is aligned on, but an organization that isn't quite moving in that direction yet. The strategy is sound. The execution infrastructure isn't keeping pace. This is the specific problem I solve. Nine years of strategy consulting, with engagements focused precisely on closing the distance between good planning and consistent delivery. My approach is practical — we identify the specific gaps, design the fixes, and I stay involved until they're working.

I'm a strategy consultant who helps mid-market B2B companies close the gap between their strategy and their execution — so plans actually ship. Nine years, 60+ engagements, with clients who've cut time-to-execution by 40% on average.

Strategy → execution, actually Mid-market B2B consultant 9 years · 60+ engagements

I'm a strategy consultant. I work with mid-market B2B companies — usually at the point where they have a solid strategy that isn't translating into execution. Leadership is aligned on the direction, but the organization isn't moving accordingly. Plans stall. I go in and figure out why. Usually it's a combination of unclear ownership, too many priorities, and coordination that breaks down in the middle layers. I build the execution infrastructure that makes the strategy actually ship. Are you working with any companies where that gap between strategy and execution is showing up?