I start with a simple principle: understand the constraint before you design around it. Enterprise teams don't need magical interfaces. They need clarity. They need systems that scale with their needs. They need products that get out of the way and let them do their actual work.

Most of the design work that matters happens before you open Figma. It's in the conversations with the team. In pushing back on solutions that sound good but won't work. In understanding not just what users do, but why they do it, and what actually matters to them when they have five other priorities.

Good design doesn't announce itself. It just works so well that people stop thinking about it and start thinking about what they're building.