Capabilities
I work across strategy, design, technology and teams to turn complex ideas into clear, useful digital experiences, and I stay close enough to the craft to make them myself.
Creative direction
Make the experience unmistakably belong to the brand.
Setting visual direction and holding experience quality across products, platforms and campaigns. Before designing, I consume the brand: guidelines, marketing, photography, typography, voice, the physical spaces, the competitors at the top of the category. Then I look outward for patterns worth reinterpreting.
Concept development, art direction, brand and visual storytelling, and the cross-channel thinking that keeps a brand coherent whether it appears on a retail display, a phone or a page. Know the standard, design to it, then push past it wherever the product and brand give permission.
In the work
Experience strategy
Understand the landscape before deciding where to go.
Turning business goals, audience needs and complicated systems into a direction a team can build against. Stakeholder and customer research, competitive analysis, audience models, journeys and service ecosystems, sized to the question rather than run as ceremony.
The output isn’t a pile of documents. It’s clarity about what should be built and why, in a form people can see, argue with and act on.
In the work
Digital product & experience design
Show the ribs of the product.
Information architecture, navigation, user flows, content hierarchy, interaction patterns and product behaviour: the structural decisions that get made before anything looks like anything.
Wireframes don’t need to be low fidelity. Fidelity should match the question being answered. Where a mature design system already exists, I work in a hybrid UX/UI mode with real components rather than stripping the interface back to grey for the sake of process. The artifact isn’t the point; making the right product decision is.
In the work
Design systems at scale
One product should feel like one product.
Component libraries, tokens, patterns and the documentation that lets distributed teams keep extending a platform without re-litigating the direction every sprint.
Consistency is a form of simplification: common actions behave the same way, statuses speak one vocabulary, and navigation logic doesn’t change between workflows. The systems I build are meant to outlast my involvement.
Design leadership & creative operations
Lead the work, and the machinery that delivers it.
Co-leading an experience design practice means more than reviewing output. It means staffing designers across concurrent accounts, assessing capacity and skill needs, contributing to utilisation planning, and managing project budgets and statements of work so scope, staffing and delivery actually agree with one another.
It also means setting the standards that protect quality: review and intake systems, accessibility expectations, and design-to-development handoff that survives the gap between a file and a build. And mentoring, the part that compounds. I partner across product, engineering, account, strategy and operations leadership, and I have led client-side teams as readily as my own.
In the work
AI & creative technology
I can design the prototype and build it.
Prototyping and designing useful applications of AI and emerging technology: RFID and connected retail, park-wide interactive systems, and learning intelligence built on signals an environment already produces. Technology earns its place when it changes what is possible, not because it is new.
Working together
Projects rarely begin where the process says they should.
Sometimes the problem is still being defined. Sometimes strategy exists and the experience needs making real. Sometimes everyone simply needs to see the idea working. More on how I approach the work, or get in touch.