In my last role, my job was not just to make things look good. It was to remove friction, reduce errors, and speed up production across print and e-commerce.
That meant looking beyond design tools and asking one simple question repeatedly:
"Why are we still doing this manually?"
Below are a few examples of how I approached problems and built systems to solve them.
Personalised print products are naturally chaotic. Customer images arrive in all shapes and qualities, specs differ by product, and small mistakes cause costly reprints. Rather than treating each order as a one-off, I designed the workflow first, then the artwork.
What I didOnce the system was clear, automation became possible.
After mapping the workflow, I started removing human bottlenecks to reduce friction and keep production moving.
Examples of what I automatedE-commerce listings bring a different challenge: volume. Each product often needs multiple mockups, color variants, Amazon-specific image sizes, and A+ content modules. Doing this manually does not scale.
My approachA big part of my value came from understanding how things are actually made. I worked closely with production methods including sublimation, DTF transfer, UV printing, and screen printing. That knowledge shaped every file I delivered.
How it changed the workGood design is not just visual. It is practical.
The result of all this was not just nicer files. It meant faster turnaround times, fewer mistakes, less stress for designers and production staff, and more products launched with the same team.
I see design as a system, not just an output. If a process feels painful, repetitive, or fragile, it can usually be redesigned.
I bring a mindset that blends creative problem solving with operational thinking. When something slows a team down, I dig into the root cause and design a better way to work. That is the value I add beyond the visuals.
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