Turning complex logic into clarity.
I'm a designer, a systems thinker, and when needed happy get stuck into and fix the production problem no one else wants to touch.
Eighteen years in, I've worked across B2B digital, research, brand and editorial, mostly in environments where one system had to serve twenty different clients. Those two things aren't in conflict if you set the work up properly from the start.
I've built design systems that reduced six-week builds to seven days. I've art directed global reports under pressure. I've designed research platforms that had to feel native to brands like Boots, Barclays and Virgin Atlantic, built from a single underlying system, delivered across dozens of clients without losing quality at either end.
What makes that possible in practice is that I can work both sides of the design and build boundary. I write the front-end code, and increasingly use AI to handle the heavy lifting of this, with my oversight keeping the output precise and on brief. It means I iterate directly in the browser rather than throwing specs over a wall, and the final product gets refined in the build, not just in figma.
I use AI tools deliberately across design and production, to accelerate the parts of the process that don't need my full attention, so the parts that do get more of it.
The same logic applies to running a design programme. I've managed up to twenty concurrent projects at once five clients, different brands, different markets, all live simultaneously.
Stopping that from being chaos is the same thing that stops a design system being inconsistent: upfront structure, clear decision rights, and a hand-off process that removes ambiguity before it reaches the people doing the work. Building systems from scratch and maintaining them under pressure.
If you're building something complex and need someone who can lead it from strategy through to delivery, let's talk.
Eighteen years in, I've worked across B2B digital, research, brand and editorial, mostly in environments where one system had to serve twenty different clients. Those two things aren't in conflict if you set the work up properly from the start.
I've built design systems that reduced six-week builds to seven days. I've art directed global reports under pressure. I've designed research platforms that had to feel native to brands like Boots, Barclays and Virgin Atlantic, built from a single underlying system, delivered across dozens of clients without losing quality at either end.
What makes that possible in practice is that I can work both sides of the design and build boundary. I write the front-end code, and increasingly use AI to handle the heavy lifting of this, with my oversight keeping the output precise and on brief. It means I iterate directly in the browser rather than throwing specs over a wall, and the final product gets refined in the build, not just in figma.
I use AI tools deliberately across design and production, to accelerate the parts of the process that don't need my full attention, so the parts that do get more of it.
The same logic applies to running a design programme. I've managed up to twenty concurrent projects at once five clients, different brands, different markets, all live simultaneously.
Stopping that from being chaos is the same thing that stops a design system being inconsistent: upfront structure, clear decision rights, and a hand-off process that removes ambiguity before it reaches the people doing the work. Building systems from scratch and maintaining them under pressure.
If you're building something complex and need someone who can lead it from strategy through to delivery, let's talk.
