PROFILE
I design how people, services and technology work together.
SERVICE DESIGN · BEHAVIOUR · AI · STRATEGY · PROTOTYPING · CREATIVE TECHNOLOGY
My background spans frontline operations, team leadership, business analysis and design as well as consulting. That experience shapes the questions I ask: what is someone trying to do, what gets in their way, and what needs to change around them for the experience to improve?
I work from research and service framing through to interactions, prototypes and the practical decisions needed to make them work.
I STARTED WHERE THE SERVICE MEETS THE PERSON.
My career at Legal & General began in frontline operations, answering calls and working with the systems people depended on. I moved into team management and technical leadership, then business analysis, service design and experience strategy.
That progression gave me a practical view of change. An interface depends on policies, information, operational decisions and the people who support it.
I bring those perspectives together when designing services, particularly where a seemingly straightforward request turns out to depend on several parts of an organisation.
HOW I WORK
UNDERSTAND WHAT IS SHAPING THE EXPERIENCE.
I combine research with the knowledge of the people delivering a service. Mapping helps make the connections visible: customer needs, information requirements, handoffs and the assumptions holding them together.
The aim is to find a useful decision to make.
TURN AMBIGUITY INTO SOMETHING PEOPLE CAN USE.
A broad ambition needs enough definition for others to act on it. I use workshops, synthesis, journeys and prototypes to build a shared understanding and translate it into requirements.
I’m comfortable moving between the wider system and a specific interaction. Both matter when the experience has to work in practice.
MAKE IT TANGIBLE, THEN EXAMINE IT.
Prototyping gives an idea something to answer to. It exposes gaps that can remain hidden in a discussion or specification.
I use AI-assisted development to build and explore interactions, directing the design and checking the resulting behaviour. I’m explicit about what is working, what is still being tested and what the evidence supports.
SPACE TO ASK DIFFERENT QUESTIONS.
Alongside enterprise work, I develop independent products and visual models.
Through Think and ID80, I explore how the design of participation can support people working towards a decision.
Operational Resonance examines how organisational conditions might be made easier to see and discuss.
These projects give me room to connect behavioural thinking, brand, interaction design and technology—and take responsibility for making the idea tangible.
KEEPING THE PERSPECTIVE OPEN.
My professional development spans artificial intelligence, leadership, strategy, behavioural economics and design thinking.
I bring those perspectives back to practical questions: how people understand a service, what helps them act and how a design decision changes the work around
LET’S TALK.
If you’re working through a complex service, exploring how AI should fit into it, or looking for someone who can connect discovery with making, I’d be interested to hear about it.