Josh Taylor

What they show

A single short page. The headline ('I design products, brands & teams that solve billion dollar problems') sits over a four-row role timeline, each row with one line of outcome: Head of Design at Hedra now; VP & Head of Design at Solana 2020–2023, where he built the design function from zero and launched a phone; Sr. Director at Credit Karma 2016–2019, where the team grew from 5 to 40; Design Director at Evernote 2011–2015, joining as designer #3 and growing the team to 30. An About section below adds the scale (products used by 100M+ people, an Apple Design Award) and says plainly that his proudest work comes from small, hands-on teams.

Why it works at this level

This is a Director portfolio written for founders, and it knows it. The About page answers the only question a startup CEO has about a Head of Design: have you taken a team through the growth stage before, and what did you build to survive it? The paired numbers (5 to 40 designers; one product to many verticals) are the whole argument, and he doesn't bury them under case studies. It's also a good example of tying team growth to product scope: the team didn't just get bigger, it got bigger because the product did, and he says so.

What to steal

If you led through a growth stage, write it as a before-and-after paragraph: team size and product scope when you arrived, both when you left, and the one or two structural things you built in between. Founders read that faster than any case study. Make it clear the headcount followed the business, not the other way round.

What I'd change

One thing I'd push on. Every site here is good; this is the note I'd send the author.

The current role at Hedra is described by what he's building rather than what has changed under him. It's early, but even one line of team or product outcome would keep the timeline's pattern going.