Designing great
experiences for
millions of people.

ContextAround 8 million UK customers, 3.5m+ on Direct Debit, served by fragmented, dated payment journeys, and a team delivering through a waterfall software delivery lifecycle that made customer-led iteration slow.

ActionI led design direction across the payments domain, grounding every journey in research rather than opinion. Testing exposed that roughly half of customers were quietly defeated by the maths of choosing how to pay; reordering the journey to put method before cost, and rewriting the language, realigned choices with what people actually expected. Alongside the design work I worked with our Product Owner to move the delivery lifecycle from waterfall to agile and introduced kanban for design, tightening the loop with engineering and holding C-suite confidence beside the product owner.

ResultA new meter-payment experience reached 140k+ customers in its first month at a 94% completion rate, a measurably smoother Direct Debit experience for millions, and a faster, more iterative way of working that outlasted the individual projects.

ContextAs one of the firm's most senior designers, I help shape a 40+ strong multidisciplinary design capability, and lead the user-centred design across healthcare and for our internal transformation, augmenting ~4,000 staff with agentic and LLM tools, where the real risk was always over-engineering capability while neglecting whether people actually adopt it.

ActionOn the people side: hiring, coaching, career development, performance and the quality bar across UX, service and product designers, plus an internal Service Design course that upskilled 120+ people across functions. On the transformation: a discovery-led approach, a set of agentic-design principles, and end-to-end agentic journeys, including a redesign of the firm's own sales process, with success framed around guidance, adoption and time-to-value, not technical sophistication. Throughout, I align the Executive Management Team and senior stakeholders through clarity, insight and craft.

ResultA user-led AI programme reshaping how ~4,000 people work, a repeatable set of principles that keep emerging technology grounded in real needs, and a design community that scales without losing its quality bar.

ContextThe National Institute for Health and Social Care Research is a complex £1.2bn body with more than 10,000 staff, supporting around 12,000 concurrent health and social care studies. Its services and digital ecosystem needed a coherent future-state vision and a genuinely human-centred approach to change, across multiple disparate organisations and audiences at once.

ActionI led design across the £30m transformation, specifically directing a multidisciplinary team of 19 spanning design, delivery, data and engineering. I set the strategic service-design vision, designed end-to-end target experiences, prototyped to GDS standards, proposed a federated design system, and used ecosystem mapping and visual storytelling to bring leaders with me, including onboarding the Chief Science Officer, while standing up a Service Design Forum to sustain the practice after us.

ResultA shared future-state vision and service-design practice adopted across a multi-organisation ecosystem, presented to 105 senior leaders. Strategy at national scale, carried all the way down to standards-compliant delivery.

ContextBMW UK ran two separate platforms for desktop and mobile, supplied centrally from Munich. Performance was poor and the split experience held back engagement and lead generation.

ActionAs designer and product owner I designed and delivered BMW UK's first national responsive site (a first of its kind for the market) on a suite of reusable React components deployed into an open-source CMS, the beginnings of their own design system. Working from engagement data, I hypothesised that collapsing five-to-eight pages per product into one would lift engagement, then prototyped and user-tested to prove it, and ran continuous, data-led improvement as a standing practice rather than a launch event.

ResultLoad times fell from ~50s to under 10s, engagement time rose 200%+, and lead completion climbed 45% overall. Product content collapsed from 400+ pages to ~60, lifting product specific lead generation 15%+ over historical launches and cutting launch effort from weeks to days.

ContextA wealth-management firm re-branding, with a digital experience for 70,000+ customers that needed to follow, consistently, across both new and existing journeys.

ActionI led the design and hands on delivery with a cross-discipline product team of five, running user research, owning the experience for the re-branded site and creating the design system underneath it, engaging stakeholders up to board level throughout.

ResultA coherent, on-brand experience for 70k+ customers built on a reusable system, financial-services and systems-thinking credentials in one.

ContextDesign at British Gas spanned residential energy and services, with dozens of designers across many product teams. Without a strong shared system and governance, consistency and quality were hard to hold.

ActionI owned the design system and the governance model around it: the standards, patterns and decisions that let a large, distributed community work coherently. I re-wrote and restructured the documentation, created a new approach for building and maintaining patterns, rolled the system out across 12+ product teams, and established governance for 50+ designers, managing stakeholders up to board level to secure buy-in.

ResultA coherent, well-documented system adopted across the organisation, and a governance model that let a 50+ strong design community scale without fragmenting. The kind of systems thinking that holds quality together as it grows.