Design is more than just execution—it’s a way of thinking. Every project is a new challenge, demanding a different approach to problem-solving, decision-making, and innovation. Over time, I’ve refined a process that allows me to balance creative exploration with structured execution, ensuring that my work not only looks great but also delivers measurable impact.
In this post, I’ll walk through how I approach complex design problems, using real-world projects to illustrate how structured and iterative thinking drive the best outcomes.
Navigating Complexity: Structuring the Unknown
Every project starts with uncertainty—a blank canvas, an ambiguous problem, a challenge with no clear roadmap. Instead of trying to find an immediate solution, I focus on structuring the unknown, breaking down complexity into clear, actionable steps.
Case Study: Designing Passes for the Creator Economy
The challenge in designing Passes, a creator monetization platform, was not just building another digital tool—it was about redefining how creators interact with their audience while maximizing revenue. There was no direct competitor to replicate. We had to build something better, smarter, and more intuitive from the ground up.
How I Approached It
- Divergent Thinking: Expanding Possibilities
- Instead of jumping straight into wireframes, I started by exploring how creators currently monetize and where the industry was heading.
- I studied existing platforms and identified gaps in personalization, audience engagement, and revenue optimization.
- This phase was about asking “What if?” rather than “How?”
- Iterative Thinking: Testing, Learning, Refining
- The first concepts leaned heavily on community-driven experiences, but real-world testing revealed a different insight—direct messaging was the biggest revenue driver.
- By shifting focus to mass messaging tools that maintained a personal feel, we designed a product that truly aligned with creator behaviors.
- Convergent Thinking: Executing with Precision
- Once the most effective user flows were validated, it was time to optimize for clarity, usability, and revenue generation.
- The final product streamlined onboarding, enhanced messaging interactions, and prioritized creator-first monetization features, setting Passes apart from competitors.
Strategic Decision-Making in Branding
While product design requires balancing functionality and engagement, branding introduces a different challenge—capturing an idea, emotion, and experience in a single, cohesive identity. This process isn’t just about aesthetics; it’s about understanding how perception drives engagement.
Case Study: Developing the Passes Brand Identity
The goal for Passes’ branding was to bridge exclusivity with accessibility, reflecting both the VIP creator experience and the community-driven energy of the platform.
How I Approached It
- Exploration Through Contrast
- I developed three distinct brand directions, each emphasizing different core attributes:
- Green for growth and entrepreneurship.
- Purple for a sleek, modern professional look.
- Orange and plum for exclusivity and high-energy engagement.
- I developed three distinct brand directions, each emphasizing different core attributes:
- Testing Emotional & Functional Alignment
- Rather than choosing based on personal preference, I focused on which identity best aligned with the platform’s real-world interactions.
- Green felt too corporate. Purple was visually strong but lacked energy.
- The final two-tone orange and plum variant balanced boldness with sophistication, aligning perfectly with both the digital product and the in-person creator events.
- Refining for Cohesion
- Once the core identity was set, I developed a comprehensive brand system—logos, typography, UI accents, and marketing assets that felt seamless across all touchpoints.
- The result was a dynamic, modern brand that embodied the essence of Passes.
Balancing Structure & Creativity
Reflecting on these projects, I’ve realized that my thinking is not fixed—it adapts to the problem at hand. While I thrive in open-ended exploration, I also recognize the importance of structured frameworks that drive execution forward.
How I Shift Between Structured & Exploratory Thinking
Example 1: Structured Thinking for UX Strategy
- When optimizing Passes’ onboarding UX, my approach was methodical—analyzing user friction points, designing step-by-step flows, and measuring conversion improvements.
- Best thinking mode: Systematic, goal-driven, execution-focused.
Example 2: Exploratory Thinking for Innovation
- When exploring new revenue models for creators, my approach was looser—brainstorming unconventional features, testing assumptions, and iterating in real-time.
- Best thinking mode: Open-ended, experimental, insight-driven.
What I’ve Learned About My Thinking Process
By analyzing my approach across different projects, I’ve refined key takeaways that shape how I work:
- Every great design starts with a question, not an answer. The best solutions emerge from exploring why something matters before deciding how to build it.
- Iteration is a strategy, not a fallback. The most successful products I’ve designed weren’t built in a single attempt—they evolved through structured refinement.
- Constraints are a catalyst for better decisions. When faced with too many possibilities, defining clear decision frameworks leads to faster, more confident choices.
- Thinking is as important as doing. A strong process allows me to move between exploration and execution with clarity and precision.
Final Thoughts
Great design isn’t just about execution—it’s about how we think. Understanding when to explore and when to refine has helped me build products and brands that not only look great but deliver real impact.
As I continue to take on new challenges, I remain focused on evolving my thinking process, ensuring that every project is approached with both strategic clarity and creative depth.
References
Bonchek, M., & Steele, E. (2015, November 23). What kind of thinker are you? Harvard Business Review. Retrieved from https://hbr.org
