Easygo
My role // Head of Product Design
My remit // Rebuilt design capability from the ground up — scaling team size, systems, and strategic value across multi-billion dollar platforms.
Redefining design’s role
My goal was to shift perception, grow the team, and embed design as a problem-solving partner company-wide.
The existing design team of 8 was insufficient to meet the demands of multiple high-velocity product squads across global markets. The challenge was to scale the design team and establish robust design operations without compromising on quality or speed.
Laying the foundations
I took a staged approach to shift the function from reactive to strategic
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I started by mapping the gaps in people, process, and perception - identifying what was missing and what needed to scale. This gave me a clear, grounded roadmap to guide how design could evolve across the company.
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To shift how design was perceived, I launched company-wide showcases. These sessions gave visibility to our work and opened the door for collaboration, turning design into a partner, not just a production team.
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As demand for design surged, I introduced design ops to manage requests, prioritise work, and streamline how we collaborated with stakeholders. This kept quality high as the team scaled. text goes here
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I transitioned the team from fragmented specialist titles to a unified product design function. This gave designers ownership of end-to-end outcomes and aligned our practice with the needs of a high-growth business.
From isolated to integral
Within 12 months, design had become a trusted capability across the business.
Design engagement grew by 200% in six months and over 350% within a 12 month period
Helped generate a 7–9% uplift in revenue through research and user-led improvements
Established an internal innovation practice, making design-led experimentation accessible to any team
Built a design systems team from 1 to 5, managing over 14,000 UI variants across two major products
