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Updated  | January 2026

Welcome to my user
manual

A guide to working together effectively and building trust from day one.

Welcome!

About This Manual

If you’re reading this, you probably either joined my team or we’re collaborating closely. This page offers insight into my mindset, working style, and leadership approach, helping us build trust more quickly. I am a purpose-driven design leader who balances vision with empathy, as well as structure with creativity. I excel in ambiguity, clarifying complexity, and guiding teams to focus on what truly matters.

This is a living document—feel free to challenge it, ask questions, and contribute to its improvement. While it’s not meant to replace personal connection, it may help us reach that point faster.

What I value

  • Clarity from complexity

  • Empathy as a competitive advantage

  • Turning talent into capability

  • Directness with care

  • Impact over hierarchy

Fun facts

  • Father of twins

  • I live outside Philadelphia and commute ~2.5 hours each way. Go Birds!

  • I have a bulldog named Rosie

  • Former college baseball player

  • I love tequila

A man in a tan blazer and glasses giving a presentation with a microphone in hand, standing on a stage with four seated women in the background.

What’s in this manual

  • How I view my role

  • How I think about leadership

  • Supporting professional development

  • Performance and accountability

  • My approach to feedback

  • How I prefer to communicate

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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

More Resources

Onboarding

Link Coming Soon

1:1’s

Link Coming Soon

OKRs

Link Coming Soon

My Role

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 everyone on my team to demonstrate leadership — how that shows up will vary by level and experience.

There can be great leaders who are poor managers.

There should never be a manager who is a poor leader.

Professional Growth

Growth

Your career is yours. 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. I approach development like I learned in baseball: turning good players into great ones, preparing 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.

A man with slicked-back hair wearing a suit jacket and white shirt speaking at a wooden podium with a microphone against a black curtain background.
A person giving a presentation to a large audience in a modern, industrial-style conference room with exposed brick walls and hanging lights.

Performance

Three people standing outdoors in front of a historic building, posing for a photo and smiling.

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 quarterly to reflect progress, changing 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

Feedback

Feedback as a tool for growth

Effective feedback requires three things: clarity on what we’re aiming for, the ability to receive and interpret it, and information that’s relevant and actionable. Without those, feedback is just noise.

This page explains how I think about feedback, but trust is built through conversation and consistency. We’ll talk about how you prefer to receive feedback, what’s most useful to you, and how often you want it, and we’ll adjust as we go.

I’m direct and honest because I care about your growth. I don’t sugarcoat or “sandwich” feedback, and I won’t 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 judgmental.

A group of people enjoying ice cream outdoors on a city sidewalk with tall buildings and trees in the background.

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.

Group of five people at a party, smiling and holding drinks, dressed in formal attire, standing in a decorated room with framed pictures and lamps.
Group of seven people smiling at a party, with a white and black patterned backdrop.

Looking forward to
working together

Three people smiling inside a restaurant with a wooden interior and a window in the background.
Three people standing close together with their arms around each other, smiling at the camera in a warmly lit indoor setting.
Four men smiling at a celebration event, everyone dressed in formal attire, with one holding a beer bottle and another holding a glass, standing in front of a dark wooden door and white brick wall.

Although we’re here to work together, I hope this experience becomes more than that. Some of the most meaningful relationships in my life started as colleagues and grew into real friendships beyond the walls of this place.

Work is important, but so are the people you share it with. If we do this right, I hope we look back not just on what we built, but on the relationships we built along the way.