Somewhere in there I spent a decade in Hong Kong's sourcing industry, making things and fixing broken processes along the way. But that was never really the point. The point was always the design thinking—the habit of looking at something and asking: how could this work better? How could this feel clearer? How could this help people align?

That's what I still do today. I take the skills I built as a designer—visualising ideas, prototyping solutions, advocating for the user—and apply them to the way teams work, plan, and navigate change.

I just call it something different now.