STUFF I'M GOOD AT
With over two decades of designing products, building teams, and figuring out what actually works — across SaaS, consumer platforms, and everything in between. Here’s what I bring to the table.
01
Product Strategy, Roadmap & Validation
I work closely with CPOs and CEOs to turn business goals into product directions that actually make sense. And I don't just show up for the vision conversation and disappear — I stay involved through roadmap planning and validation, making sure what gets prioritised is grounded in real user evidence, not just gut feel or whoever spoke loudest in the last meeting. Design in my teams has a seat at the table, not a chair in the corner.
02
AI-Augmented UX Design & Research
For over 9 years, yeah that's right, I said '9 years'... I've woven AI into pretty much every part of how I design and research — generating ideas faster, synthesizing user interviews at scale, spotting patterns in data that would have taken weeks to find manually. But I'm also pretty clear-eyed about where AI helps and where it just sounds confident while being wrong. The goal is always the same: better work, done faster, without cutting corners on the things that actually matter.
I've built Generative AI interfaces and designed and executed AI augmented features and functionality making delightful user experiences.
03
Team Building & Mentoring
Honestly, this might be what I'm most proud of. I've built design teams from scratch, hired at every level, and spent a lot of time thinking about what actually helps people grow — as designers and as people. I try to give folks problems that are slightly too big for them, and then actually be there when it gets hard. Career conversations in my teams aren't a once-a-year formality. Craft matters. Psychological safety matters. Both can coexist. My life-time team retention rate hovers just shy of 100%.
04
Bespoke Workflow Design & Process Implementation
Generic processes are usually someone else's solution to someone else's problem. I design workflows from scratch — tailored to the actual team, the actual product, and the actual culture I'm working in. That means everything from how a brief lands on a designer's desk, to how review cycles run, to how decisions get documented so they don't have to be relitigated six months later. When the process fits, people stop noticing it — which is exactly the point.
05
Agency & Vendor Management
I've worked with a lot of external agencies and specialist vendors over the years, and I've learned what makes those relationships work — and what makes them quietly expensive and frustrating. Good briefs are half the battle. Knowing when to bring something in-house versus keeping it external is most of the rest. I treat vendors as an extension of the team, not a black box you throw money at and hope for the best.
06
User Research & Insight Generation
I've built research programmes from nothing — setting up the infrastructure, picking the methods, and making sure the findings actually influence what gets built. I'm comfortable with everything from moderated usability sessions to large-scale surveys to digging into behavioural data. The thing I care most about is insight that travels — research that engineers and PMs and executives actually trust, and actually use.
07
Systems Thinking & Design Systems
I've built and run design systems for enterprise SaaS products where design consistency genuinely matters at scale — across multiple teams, multiple products, sometimes multiple brands. I think of design systems as infrastructure, not decoration. Done well, they let teams move fast without making a mess. Done badly, they're just a Figma file nobody uses. I've done the work to make sure mine get adopted, not just admired.
08
Cross-functional Leadership
A lot of my job is being the person who can speak everyone's language — engineers, PMs, sales, leadership — and help them actually work together rather than just co-existing. I've learned that most cross-functional friction isn't about people being difficult; it's about trust that hasn't been built yet. I know how to build it. I run reviews engineers want to be in, and I present design work to boards in terms that connect to the business without making it feel soulless.
09
Interaction Design & Prototyping
I still design. Not as a way of micromanaging the team, but because I genuinely think better with a prototype in front of me than a document. I use fidelity as a thinking tool — rough when the idea is rough, polished when the detail matters. I'm deep in Figma, and I can prototype in code when I need to move faster than a handoff allows. The craft of interaction design — the moment something just feels right — still excites me after fifteen years.
10
Accessibility & Inclusive Design
Accessibility isn't a checklist you run at the end of a project — it's a design quality issue, and I treat it that way. I've embedded WCAG standards into design systems, built accessibility reviews into sprint cycles, and sat in research sessions with screen reader users to see firsthand where things break down. Inclusive design, to me, means thinking about the full range of people who might use a product — different abilities, different contexts, different levels of digital confidence.
11
Data-informed Design & Experimentation
I've built experimentation cultures in teams where A/B testing was either nonexistent or being used as a substitute for thinking. The version I aim for is somewhere more useful: we form a hypothesis, we design for it, we run the test, and then we actually talk about what the result tells us about users — not just whether the metric went up. I'm comfortable with analytics platforms, instrumentation conversations with engineers, and working with data teams to understand what's really happening.
12
Design Operations & Process
The invisible stuff that makes a design team actually function — how work gets in, how it moves through, how it gets out the other side without losing its soul in the handoff. I've built DesignOps functions that cut rework, shortened delivery cycles, and gave people outside the team a clear window into what design is doing and why. It connects closely with the bespoke workflows I build for each team. The measure of success is simple: more time designing, less time in confusion.