Most of the work is
finding the real problem.
I look for what's actually slowing a team, a product, or a workflow down. Sometimes that's a design system. Sometimes it's a meeting. The other half is working out what can change inside the constraints you actually have: the client, the team, the budget, the calendar. There's never a clean scenario. There's what's possible, and getting there.
Leading the design team for a Fortune 500 oil and gas client, SLB, on a platform replacing paper operations in the field: the team, the system, and the rhythm it took to build it.
Read the case studyOne project, one workflow: this site. What I set up, what I handed off, what I kept by hand, and what it let me do that I couldn't before.
Read the case study“Sol became the vital bridge between product, design, and development, translating ideas into intuitive experiences. A rare gift for uniting people and bringing out the very best in those around them.”
“I could hand something off to her and know it would come back stronger. I leaned on her constantly and never once regretted it. Any team would be lucky to have her.”
“She balances client advocacy with team mentorship, creating an environment where I feel supported and empowered.”
TO DO
I work the way I live.
Design isn't something I clock in and out of. It's how I move through the day. At work, that's taking out the friction a team has stopped noticing. At home, it's reshaping my son's homeschool setup around how he actually learns. When something isn't working, I don't force it. I watch, I adjust, and I make it fit the person.
Resume