Work is about
people, too.

Where a team sits.
Where it comes together.

At SEEK Asia, I helped bring the new branding into the office interiors. My involvement covered the overall layout, seating arrangements for the product team, decoration, and choosing furniture and facilities for the game room. I also worked on meeting-room privacy and noise isolation.

We were moving away from individual rooms toward open seating, alongside a new agile development process. The aim was a modern tech office with space for discussion, daily standups and sharing ideas—not just a different look.

Getting involved
outside the day-to-day work.

I suggested forming a Dragon Boat racing team at SEEK Asia and partnered with the Hong Kong GM, who had many years of experience in the sport.

I designed the uniform and internal recruitment materials, and worked with marketing, PR and sales on external advertising campaigns. The project brought together my design work and my involvement in team building.

Showing up for colleagues.
Making inclusion practical.

From 2016 to 2023, I served as an iPride APAC Co-Chair at Indeed. The role was regional; helping the Tokyo Chapter participate in Tokyo Rainbow Pride was one local initiative. I also provided LGBTQ+ consultation and supported educational events.

We also reviewed equal benefits, perks and workplace policies for LGBTQ+ employees with HR partners and an external legal consultant.

Community

Helping the Tokyo Chapter take part in Tokyo Rainbow Pride.

Support & education

LGBTQ+ consultation and educational events.

Workplace policies

Reviewing benefits, perks and policies with HR partners and an external legal consultant.

Help others lead the session.
Support them beyond it.

At Indeed University, I wanted teams to work with UX as a partner from the start, rather than turn to designers only for logos or interface polish. I worked with research colleagues to bring live job-seeker and employer interviews into early ideation, and organised UX advisors to support the teams.

As the first UX Lead in 2019, I managed one associate product manager and three engineers, and brought together more than ten UX colleagues. The advisor role was separate from my direct reports: it was about helping teams understand people’s needs and work through product questions together.

Make facilitation something others can do.

Not everyone had facilitated before. For the four-day brainstorming workshop, I created a guide for each day, with objectives, preparation, activity timings and speaking points. The guides gave facilitators something practical to prepare with and refer to during a session.

Before each day

I went through the activities with the UX advisors and IU leads who would facilitate them.

After the sessions

We regrouped to share what happened, what we learned and what to do differently the next day.

As teams continued

I held weekly advisor check-ins, gathered feedback from IU teams, and worked with the advisors to adjust our support. Common gaps became opportunities for training and workshops.

The preparation and follow-up mattered as much as the workshop itself. My job was to help other people facilitate and advise, not to run every conversation myself.

Help people learn.
Give them time to understand.

As a Market Trainer at Apple, I planned and facilitated classroom and in-store training for more than 2,000 employees across five new Apple Stores.

I also worked with market leaders and colleagues in localisation, retail design and instructional design on the store experience. Training was a substantial part of my job, alongside my experience working directly with customers as a Creative.

Designing the work.
Supporting the people doing it.

These responsibilities sat alongside my design roles. They show another part of my work: helping colleagues learn, getting involved in shared activities, and contributing to the place we work.