I look forward to build something with others especially if we’re on the same wavelength. Here’s a a living document into how I operate! These are not rigid rules, but as a way to set context. I can adjust as needed.
Immersive at the start, independent afterward. I like to spend time early on calibrating our direction—understanding goals, mapping strategies, and sharpening our approach. Once we establish a shared mental model, I trust you to execute. I don’t micromanage, but I remain available when roadblocks arise.
Big-picture first, then the weeds. I approach most things from a structural perspective—understanding the why and the larger system before having to execute nuance. This means I will often ask foundational questions upfront, not as a challenge, but to make sure we’re anchoring in first principles.
I do not pretend to know what I don’t. “I don’t know” is a perfectly acceptable answer, and I value it more than overconfidence. But from there, we figure it out.
I work best when we jam. Nothing builds rapport quite like thinking through something together. If we are both stuck, I would most likely send you a Google Meet link to sketch ideas out and refine as we go. That said, if you work better asynchronously, I can adapt.
I thrive in the details. I take precision seriously—not just in competitive debate, but in the craft of what we produce. Whether it’s a research report, a policy draft, or a strategy memo, I believe clarity and elegance elevate the ideas we have. If that means scrutinizing a single paragraph for hours, so be it!
Feedback is a sign of trust. I value direct, specific feedback because it tells me you care about making something better. I am also extremely detail-oriented, so if I flag something, it’s not nitpicking; I just think it matters.
Efficiency should never be mindless. I LOVE streamlined workflows, but I resist the tendency to optimize for optimization’s sake. If a process exists just because “that’s how it’s done,” I’ll probably question it. Let’s be intentional about how we spend our attention, energy, and time.
How I Collaborate
Advancing the work, or deepening the collaboration. Every interaction should either push the work forward or strengthen how we work together. If you’re looking for clarity on something, be as direct as possible; I appreciate crispness. If we’re building rapport, I welcome tangents, jokes, and stories.
Treating context as currency. The more I understand, the more useful I can be. If something is influencing our work (organizational politics, past decisions, a shifting external landscape), loop me in. I would rather overknow than underknow.
That outside insight matters. I believe nothing should be finalized in a vacuum. Before we send something out into the world, we should bring in at least one outside perspective—it always sharpens the end result.
I write a lot. Writing, to me, is not just about communication; it’s about thinking. I document decisions, ideas, and reflections as they happen. If that’s useful to you, great. If not, I’ll make it clear what’s a “must-read” versus a “nice-to-read.”
Communicate Better By…
Expectations for Meetings
Meetings should do what emails cannot. If we have to meet, it should be for collaboration, strategy, or problem-solving and not just status updates. If it’s purely an update, I’d rather get an email and use that time elsewhere.
I don’t do performative productivity. I’d rather spend five minutes cutting to the core of an issue than an hour circling around it hehe
If we can make it more engaging, we should. Discussions should be rigorous, but they don’t need to be sterile. If there’s a way to make the conversation more dynamic—whether through debate, visualizing ideas, or playing devil’s advocate—let’s do it!
On Feedback & Growth
I appreciate unvarnished feedback. If something isn’t working, tell me directly. If I can improve something—whether in communication, decision-making, or anything else—I want to know.
Big-picture feedback deserves dedicated space. If there’s a broader pattern or concern, I prefer to set aside time to talk about it rather than addressing it on the fly. Give me a heads-up, and I’ll come prepared.
Growth happens in discomfort. I am drawn to challenges and believe some of the best work comes from the willingness to wrestle with uncertainty, complexity, and even failure. If you’re willing to push me, I’ll push back just as hard.
My Philosophy for Work
Curiosity is my driving force. I don’t work just to get things done—I work to figure things out. I ask a lot of questions, not to slow things down, but to understand at the deepest level possible.
I like to build, not just critique. I was trained in disciplines that teach deconstruction—the arts, critical theory, statistics, and public administration—but my real interest is in constructing: what better systems can we design? How do we make governance more just, technology more humane, transitions more equitable?
I care deeply about craft. Whether it’s a research paper, a policy or project proposal, or a simple email, I believe in getting the details right. Words, structures, and narratives matter. I hold high respect for people who take their craft seriously, no matter the discipline.
Let’s be human about it. Work is serious, but it doesn’t have to be rigid. I appreciate humor, shared enthusiasm, and moments where we can step back and say: “This is hard, but it’s also kind of incredible.”