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Updated | January 2026Welcome to my user
manual
A guide to working together effectively and building trust from day one.
Welcome!
About This Manual
This guide is here to help us work together effectively and build trust from day one.
It is meant to give you clarity on how I communicate, how I give feedback, what I expect, and how I will support you. My hope is that this removes guesswork, creates alignment early, and helps you feel confident in how we partner.
This is a living document. Challenge it. Ask questions. Help make it better.
It is not a substitute for getting to know each other, but it can help us get there faster.
What to Expect in This Manual
In this guide, you will find:
How we communicate
How I approach feedback
How I support your growth and development
What I expect from you and what you can expect from me
How I think about leadership and growth
A bit about me beyond the work
A few Caveats
1
This manual reflects my approach,
not necessarily Peacock’s leaders
2
This is a living document
that will evolve
3
Our conversations are
the source of truth
Communication Feedback
Clear communication builds trust and momentum.
For quick updates, questions, or context, I prefer Slack. If something is complex, sensitive, or requires deeper discussion, let us set up focused time to talk it through.
Expect me to ask questions, not to challenge for the sake of it, but to gain clarity and help us make better decisions together. If you are blocked, unsure, or need context, tell me early. I would always rather have more information than less.
Good communication, to me, is proactive, honest, and grounded in shared outcomes.
Feedback Approach
I see feedback as a tool for growth, not judgment.
I give feedback directly and with care. I will not sugarcoat it, and I will not give it unless I believe it will help you move forward. My goal is for feedback to feel expected, useful, and supportive, not personal or reactive.
If you disagree with my perspective, say so. We will unpack it together. Healthy debate and disagree and commit are welcome here.
Trust is built through consistency and conversation, not documents, but this should give you a clear sense of my intent.
Professional Growth
Growth
It’s your job to know where you want to go and apply feedback to meet your goals. I’m here to give you perspective and opportunities that help you grow with intention. I learned development the way I learned baseball: turn good players into great ones and prepare the next generation to step up. When you’re thriving, I’ll see it. If you’re struggling or not feeling challenged, tell me.
I care about you as a person, not just an employee.
Expectations & Collaboration
What my job is
and what it isn’t
My Job Is To:
Hire and retain world-class talent with intention
Set clear goals aligned to customer and business value
Be the bridge between creative vision and business strategy
Answer forward-looking strategic questions about emerging opportunities
Build partnerships where design, product, and engineering share ownership
Create the conditions for consistent excellence: clarity, capability, and culture
Support you, cheer you on, and represent the team to leadership
Protect focus and integrity, even when unpopular
I Assume:
You know your job and are very good at it
You aspire to more than your current role
You’ll tell me if you’re blocked
You feel safe debating me
You trust that I have your back
You see your success through the lens of team and company success
You take ownership of outcomes, not just tasks
You’ll communicate early when priorities, timelines, or expectations shift
Working Together
Help me help you
Express your opinion and tell me when you think I’m wrong (disagree and commit)
Give me more information than less, especially if you’re blocked
Expect me to ask questions
Give me a heads up about your availability and commitments
Share your goals, challenges, and priorities
Let me know if something isn’t working and share your wins.
Be intentional and bring clarity to complexity
Lead from curiosity and conviction, not ego
Leadership Philosophy
I view leadership as a skill and management as a role.
I expect leadership from everyone on the team, regardless of title. How that shows up will vary by role and experience, but leadership lives in influence, ownership, empathy, and decision-making.
Not all leaders are managers. Not all managers are great.
But all managers should be great leaders, and that is the standard I hold myself to.
Performance
Note on performance
We’ll talk about performance early and often, not just during formal review moments, so there are no surprises and we stay aligned well before the end of the year. The more frequently we have these conversations, the more comfortable they become and the faster you can learn, adjust, and grow. Performance shouldn’t feel personal or reactive. It should feel expected, supportive, and useful. Together, we’ll set personal OKRs separate from team OKRs and revisit them regularly to reflect progress, priorities, and new opportunities.
You’re struggling to meet your goals
You need more direct feedback
You’re not feeling challenged
Tell me if
Something isn’t working
You have wins to share
Priorities, timelines, or
expectations change
Most importantly, this manual is not a substitute for getting to know each other, but it may help us get there faster.
The real work happens in how we show up for each other, day to day.
Looking forward to
working together
While we are here to do meaningful work together, I have been fortunate enough to build lasting friendships with people I have worked alongside.
If we do this right, I hope we do not just look back on what we built, but on the trust, respect, and relationships we built along the way.
Work is important. People matter more.