18 years ago, I started designing. Turns out I'm pretty good at it — especially those difficult conversations most people avoid.
Great design happens when you're solving real problems, not perfecting slides on a deck.
I've been lucky enough to work with 2-person startups in a garage and 500-person companies alike, adapting to what each stage needs.
From Zero to One
I still design. Love being on tools. Because you can't lead what you don't do.
I've built teams from scratch and inherited broken ones. I know the difference between design problems and people problems.
I don't sell process improvements when you need screens tomorrow. However, I also don't ship random screens when you need strategic clarity.
What do I bring to the table?
Strategic Design Leadership
Helping leaders leverage design as a competitive advantage by aligning design strategy with business objectives and establishing frameworks that drive growth.
Capability Development
Identifying, attracting, and growing design talent that thrives in fast-paced environments. Building teams that adapt to change and consistently deliver high-quality outcomes.
Scalable Operating Models
Creating design operations that evolve with the organisation: balancing speed with quality, and enabling teams to maintain momentum through growth.
Strategic Research Frameworks
Establishing lightweight research practices that uncover critical insights without slowing momentum, ensuring products are grounded in real user needs.
Workshop Facilitations
Designing and leading workshops that bring teams together to align on product vision, solve complex problems, and move faster with clarity and confidence.
Founder Partnerships
Collaborating closely with founders to understand vision, provide strategic input, and build trust through transparency, clarity, and consistent delivery.