I design complex products and help organisations become better at designing them
My work sits at the intersection of product design, systems thinking, AI and design leadership. I tend to work on products where complexity cannot simply be removed: financial decisions, specialist workflows, regulation, large datasets and AI-assisted judgement.
I stay close to the design itself, setting direction, creating concepts and prototypes, testing them with users, and building the teams and systems that make good design repeatable.
Twenty-five years across insurance technology, legal technology, banking, energy and consultancy, including WTW, LexisNexis, BNP Paribas, Barclays, IBM, Shell, BP and E.ON.
Background
From architecture to enterprise systems
I trained and worked in architecture, which shaped how I approach software: understand the system, the relationships between its parts and the constraints before committing to the solution.
That thinking has carried through my career, from interaction design and enterprise products to organisational transformation and AI-enabled delivery.
The material changed. The systems thinking remained.
How I work
Definition, decisions and delivery
Start with the decision, not the screen
Understand who is making the decision, on what evidence, and what happens as a result.
Shift important work left
Bring discovery, research, product definition and UX into the process before requirements and solutions are fixed.
Make the definition shared
Create a common product definition that Product, UX, Engineering, Architecture and assurance can work from together.
Design the system
Use standards, patterns, design systems and operating models to make good decisions repeatable.
Keep accountability human
Use AI to support analysis and delivery while preserving provenance, governance and clear human decision-making.
Build capability, not dependency
Create teams, communities and distributed leadership that improve decisions without relying on a central approval function.
Leadership
Changing how organisations work
At WTW, within Insurance Consulting and Technology, I built UX capability from the ground up in a highly technical InsurTech software business.
The work expanded beyond team building into broader product and organisational transformation: shifting research, UX and product definition earlier in the lifecycle, establishing communities of practice and guilds, improving maturity, and making design thinking a more integral part of product strategy and delivery.
Alongside this LoB-level work, I lead WTW’s enterprise-wide UX & Accessibility Community of Practice, extending influence across the wider organisation.
Product definition · Systems thinking · SDLC transformation · Organisational capability · Communities & guilds · Human-centred AI
This work was recognised through a CEO Circle Award nomination for helping transform culture within the business.
Strong products start with clarity about what they are for, which decisions they support and who is accountable for the outcome.
- Product definition and experience strategy
- Systems thinking and ecosystem design
- SDLC transformation and shift left
- UX teams, communities of practice and guilds
- Organisational capability and operating models
- Design systems, accessibility and standards
- UX maturity, research and evidence
- Human-centred AI and agent governance
- Coaching, mentoring and distributed leadership
Career
Twenty-five years of increasing scope
- Early 2000s
Systems and structure
Trained in architecture before moving into interaction design, front-end development and digital product design, including work in consultancy and energy.
ArchitectureInteraction designFront-end development - Mid 2000s
Complex enterprise products
Worked on specialist enterprise and financial software, including at Barclays Investment Bank and BNP Paribas, designing for expert users in complex and regulated environments.
Enterprise softwareFinancial marketsExpert users - 2010s
From design to leadership
At LexisNexis, moved from designing individual products to leading UX across a legal technology portfolio, introducing stronger design practices, reusable systems and product-level UX strategy.
UX leadershipLegal technologyDesign systems - 2018 onwards
From UX capability to organisational transformation
At WTW Insurance Consulting and Technology, built UX capability from the ground up across a specialist InsurTech portfolio spanning pricing, reserving, capital, life, underwriting and shared platforms. The role expanded into SDLC transformation, communities of practice, guilds, design systems, accessibility, UX maturity and closer alignment across Product, UX, Engineering, Architecture and leadership. Alongside this, I lead WTW’s company-wide UX & Accessibility Community of Practice across a global organisation of approximately 40,000 employees.
Enterprise InsurTechCulture changeSDLC transformationUX leadershipSystems thinking - Now
Product definition and AI-enabled delivery
My current work focuses on shared product definition and the context people and AI need to make product decisions consistently, traceably and responsibly. It extends the same principle that has run through my career: make important decisions earlier, make them explicit, and make them usable across the whole delivery system.
Product definitionHuman-centred AIAgentic deliveryGovernance
