My design philosophy and process comes from two places (not counting pulling things out of my behind) — my industrial design background and my love for illustration. Industrial design is about solving problems with design. It’s about user groups, definitions, measurement, ergonomics and function. It’s about problem states, goal states, objectives, solutions and hindrances. It makes designs that work. It’s all about function. My love of illustration and just plain silliness complements my process-oriented industrial design roots by steering it clear of psychotic, introverted micro-management. It reminds me that everyone likes to smile, and once in a while things just need to be cool, whether they work perfectly or not. It’s all about form. It is this dichotomy of form and function that keeps me creating designs that perform and please.

I am successful in working with and helping guide other artists and designers for three reasons: 1) I truly like and understand people, and they seem to truly like and understand me. 2) From the satisfaction of my clients, and the accolades of those I have worked for, I believe I am a very good designer. 3) Over time, I have seen creative resources managed beautifully, and I have seen the mismanagement of creative resources nearly cripple a company — and I know why. It is a unique skill to be able to guide the creative forces of others without imposing one’s own creative ideas. A good design manager needs to know that his greatest asset is the experience and just good ol’ brain chemistry of those he works with. He must separate fact from opinion. He is there to make sure the designs do what they are supposed to do, not necessarily look or perform the way he or she wants them to look or perform.  If criticisms and guidance are administered in that way, personal feelings are kept at bay, and a team can celebrate the success of a design instead of an individual just getting their way.