Between 2019 and now, I've worn a lot of hats at TimeChimp - product designer, brand manager, technical marketer. What looks like role-hopping was actually pattern recognition: seeing what the company needed at each stage and building the systems to get us there. The mobile app redesign, the Webflow migration, the AI workflows - each one solved a specific bottleneck as we scaled.
Time
2019 - 2025
Scope
Branding, UX Design, Marketing
The Challenge
When I joined TimeChimp in 2019 as an intern, it was a lean startup of 8-10 people with a "move fast and break things" mentality. The goal was ambitious: build "Product 2.0"—a complete overhaul of the environment, technology, and user experience.
Over the next few years, as the company scaled, the challenges shifted from product usability to brand identity, and eventually to marketing infrastructure and operational efficiency. My role evolved to meet every single one of those challenges head-on.
Phase 1: Product Design & Systems
First priority was building the Design System — not just UI components like buttons and typography, but a complete Brand System. Tone of voice, animation principles, photography guidelines. The framework that makes a product feel intentional instead of patched together.
When the lead designer left, I took over product innovation. The Mobile App became my focus — buggy, didn't scale to different screen sizes, felt disconnected from the web experience. Users noticed, and not in a good way. I led the redesign from research through delivery: customer interviews, usability testing, iteration. App store ratings went from below 4.0 to 4.2.
Phase 2: Defining the brand
COVID hit and the company needed more than a morale boost — it needed a reason to stick together. Internal conversations and team feedback made it clear: TimeChimp's identity was too corporate, too one-dimensional, and didn't reflect who we were actually becoming. The people were diverse and energetic. The brand wasn't. I moved into a creative role and took on the challenge of closing that gap.
The Shutdown: We launched a monthly event celebrating team wins — personal and professional. It gave people connection during remote work when isolation was hitting hard. More importantly, it started shifting the internal culture from transactional to human.
Brand formalization: I led the effort to define our Mission, Vision, and Purpose — not as a top-down exercise, but through workshops and cross-team input. The goal was a brand that people internally could believe in and externally could feel. We threw a brand relaunch party and I built an internal learning hub in Notion to centralize everything — guidelines, tone of voice, visual standards — so the brand didn't live in one person's head.
The rebrand shaped how we hired, how we pitched, and how customers perceived us. This changed the way the company communicated at every level.
This phase also taught me skills I hadn't planned on like videography, photography, and public speaking. How to pitch ideas clearly and inspire a team when the path forward isn't obvious yet.
Phase 3: Marketing infrastructure
Moving into Marketing, I immediately identified a bottleneck: our WordPress site. We were dependent on an external agency for everything. Simple changes took weeks. A/B testing was impossible. We had no agility.
The solution: I pitched and executed a complete migration to Webflow.
The impact: This gave the marketing team full control. We could run experiments, implement localization, handle technical SEO (structured data, schema markup), and deploy changes instantly without waiting on developers or agencies.
I also took ownership of our search presence—optimizing for traditional SEO while preparing for LLM-based search engines. The landscape's changing, and we needed to be ready for both.
Phase 4: AI and automation
By late 2023, generative AI had moved from novelty to utility — and I saw an opportunity most marketing teams were still debating. Rather than waiting for a company-wide AI strategy, I started building.
I implemented AI-powered content workflows using AirOps that cut 8 hours of repetitive work per week. I connected the dots between Webflow, HubSpot, and our analytics stack so data actually flowed where it needed to — without pulling core developers off product work.
The strategic bet wasn't about the tools. It was about timing. By adopting and integrating AI before it became an industry checkbox, we had working systems and real learnings while competitors were still running pilots. That head start compounded — it meant we could move faster, test more, and keep the team focused on decisions instead of busywork.
Right now, I operate as the connector between teams. My product knowledge combined with technical fluency means I can solve complex integration challenges and spot automation opportunities that others miss — not because they're not smart enough, but because they don't sit at the intersection of all those systems.
Integration between Webflow, HubSpot, and Google Analytics/GTM
Data integrity and deal flow architecture
AI implementation using Krea and AirOps for workflow automation
Custom automation that eliminates repetitive marketing tasks
What this taught me
Versatility matters: I moved from pixel-perfect product design to brand strategy to technical marketing operations. Each transition made sense because I could see what the company needed and had the skills (or curiosity) to build it.
Ownership compounds: Leading the Webflow migration removed our agency dependency and saved significant costs. More importantly, it gave us control over our growth levers.
Early adoption pays off: Integrating AI and automation before they became industry standard meant we had working systems when everyone else was just starting to experiment.
Culture is infrastructure: The brand work wasn't just feel-good activity - it shaped how we communicate internally and externally, which affects everything from hiring to customer perception.
The through-line
What looks like role-hopping was actually pattern recognition. At each stage, I identified what was blocking the company's growth and built the system to fix it. The mobile app, the brand framework, the Webflow migration, the AI workflows, each one solved a specific problem at the right time.
I'm good at seeing what's broken and figuring out how to fix it, even when it's outside my job description. That's been the constant through six years and four role evolutions.
It's also the skill I'm most excited to bring to a bigger stage. In-house, you solve for one brand. The challenge I want next is doing this across many: diagnosing the real problem before jumping to solutions, building strategies that are grounded in how people actually behave, and making sure the work doesn't just get made, but works.