I'm a design leader who has spent his career building teams and shaping products where craft, systems, and business decisions meet, most recently as co-founder and Design Director of Baux Tech in Brazil.

The path has run through advertising, global agencies, and my own company, on brands and digital products for Coca-Cola, Apple, Google, Itaú, Nike, Samsung, and Stellantis.
What connects them is building operations that hold a standard as the work scales, and staying close enough to the craft to know when it isn't holding.

Advertising is where I started, as Senior Art Director at FLAGCX/CUBOCC, leading campaigns and integrated digital work for Nike, Ambev, Amazon, and PepsiCo. Those years built my craft foundation and gave me the habit of arguing for quality in rooms where the deadline usually wins.

Huge brought the largest team I've run: 30 people across product design, visual design, UX writing, and motion, split between Rio de Janeiro and New York, working on products, services, and brands for Coca-Cola, KitchenAid, Itaú, Apple, and Google. I worked directly with the CEO to found and launch the São Paulo office, shaping its structure, hiring, and growth from the start. Building an operation from nothing showed me how much of design leadership is really organisational design: who you hire first, what rituals you set, and what you're willing to say no to.

As Design Director at Isobar, I led UX and product design for a multi-platform video product across mobile, living room, and web, with a team of 10 spanning UX, UI, and research. I drove feature definition alongside product and engineering and worked with the C-suite to keep vision and roadmap aligned through a period of strong growth. Designing one product for three very different contexts taught me to think in systems well before screens.

Then came Baux Tech, which I co-founded and led design for from 2019 to 2025, partnering directly with CEOs and CTOs on their product direction. That's where design stopped being output for me and became structure: how a project gets scoped, where priorities sit, what quality actually costs, and how decisions land on the client's business. I built the team along with the hiring, mentorship, and review rituals needed to hold a standard, and I owned P&L, revenue planning, and delivery forecasting. Running the business next to the work gave me a clear view of what a pitch costs, what a bad scope does to a team, and how thin the margin can be between good work and profitable work.

Along the way the work has been recognised at Cannes Lions, FWA, Awwwards, and the CSS Design Awards.