Case studies spanning experience design, creative direction and design leadership across global brands. Every number here is sourced, and the frames are stand-ins until each case study carries its own.
BlackRock wanted to launch a wealth management app in the Indian market. I helped launch it, designing an app that makes wealth management accessible to Indian investors in three steps.
The firm had committed to a large Copilot purchase with no evidence from its own people. I designed the evaluation study that gave leadership a validated return before the wider rollout.
Johnson Matthey's applications all looked and behaved differently. I led EY's first design-to-code design system, delivering a full component and style library with governance and training.
Mitsubishi Motors needed one digital platform for its global HQ and its regional markets. I led the UX team, and delivered a page structure and a KPI framework that gave both a place.
The merger left VMO2 Business with two brands to run on one set of products. I built one design system that switches between O2, Virgin Media and a hybrid, and the team shipped from it in its first week.
Barclays' design division needed a common way of working through a restructure. I delivered a design operations playbook, an operations blueprint and a maturity model.
CogX's investors wanted a step change in users within four months. I redesigned the learning app and its design system, and users tripled.
CNN wanted a luxury style vertical without weakening its news authority. I built the identity and the ad formats, and CNN Style launched within a year and won a Drum award.
Disney Interactive needed one production line for its European markets. I built the London team and the design framework it shipped from.
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Samsung and FOMO needed a VR viewer and a 360 video editor before anyone had settled how VR interfaces should work. I led UX and visual design on both, on one design system.
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Comcast wanted to know whether GenAI could make its data worth selling. I built the valuation method, and mapped its data to the buyers who would pay for it.
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Novo Nordisk needed a way to choose between AI use cases across its affiliates. I wrote the GenAI prioritisation, a model weighing each use case's value against each affiliate's readiness.
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EY needed its GenAI capability shaped into something partners could sell. I led the working group that packaged it into a Centre of Enablement, with fixed offers from a first conversation to a full build.
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EY UK&I needed customer experience offers any partner could sell. I packaged its expertise into a set of defined offerings, each with its scope and client obligations.
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The BBC wanted to find where GenAI could help its work. I wrote the use-case prioritisation: a framework and a scoring gate that weighed each idea's value against its editorial risk.
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CNN International wanted three new verticals in three years. I rebuilt its design function and launched CNN Arabic, CNN Español and CNN Style, one a year.
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Lloyd's of London needed to show a paper-based market what digital placement would look like. I co-led the design of a model office, and delivered its space design and installation specs.
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NatWest wanted its retail banking journeys improved inside a regulated release process. Embedded with its product teams, I delivered tested fixes and specifications that went into their roadmaps.
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Bupa needed evidence from its Copilot pilot before a board renewal decision. I designed the pilot, from how seats were allocated to the value model that measured it.
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BT Enterprise needed its customer experience team brought into the work earlier. I wrote the operating manual that sets out who owns each stage and where sign-off happens, and handed it to the team to run.
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The Times was about to charge for its journalism online. I designed the UK's first major newspaper paywall and the reading experience behind it.
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The Daily Telegraph wanted to be the paper readers reached for during London 2012. As art director I designed its three Olympic guides and the visual system behind them.
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British Gas wanted fewer customers ringing in with questions its website should answer. I led the redesign of its self-service help, and delivered the design, a rollout plan and the measures to track it.
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Bacardi and Rolls-Royce each needed a new site structure, one to convert within alcohol marketing law and one to protect a hand-built car's exclusivity. I led the information architecture on both, and delivered new structures tested with each brand's customers.
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ASOS was growing fast on disconnected internal systems. As UX director I led the discovery, and gave leadership a roadmap for joining them up and four product concepts to start from.
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Cigna Investment Management had five or more websites and nobody owning the content. I delivered one information architecture, a governance model and a phased roadmap to a single domain.
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Waters wanted an AI Centre of Excellence to bring its scattered AI work together. On the EY team I shaped the blueprint's structure and value model, and Waters got a plan to stand it up.
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JioBlackRock's design function had no ownership model and six-week releases. I reorganised it into product pods with a shared component library, and releases went from six weeks to two.
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BSI's certification service broke at every handover between departments. I delivered its first end-to-end service blueprint, which departments used to plan across those handovers.
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Kaplan briefed a website redesign. I found the real problem sat in admissions, and delivered blueprints for the steps to automate, which led to the next phase.
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The National Gallery's collection sat online as thumbnail grids and catalogue text. I redesigned how people find and explore it, and delivered the designs and a roadmap to build them.
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Superunion's clients wanted brand and digital from one agency. I built its digital practice in seven months, with a team, standards and client work.
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Tourism Ireland's website drew heavy traffic but converted poorly. I redesigned its key pages and booking flow, and delivered a phased roadmap and the tests to run next.
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[24]7.ai's clients, including eBay, Aviva and H&M, each wanted a virtual assistant that sounded like their brand. I designed the conversations and tone for six assistants, which shipped across web, mobile and messaging.
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Opus Energy's website was sending business customers to the phone. I rebuilt its structure around the tasks customers came to do, and tree tests showed more of them completing those tasks.
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Scala needed to move from bespoke signage installs to a software platform across EMEA. I wrote the go-to-market strategy and a phased plan for who decides what.
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Aston Barclay's live car auctions were losing dealer bids to friction on desktop and mobile. I delivered a prioritised set of quick fixes, which their team shipped within weeks, and a longer-term roadmap.
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Novaya was building a city planning platform for Johannesburg, with four user groups whose needs pulled apart. I delivered archetypes for each group and identified the zoning bottleneck the platform had to clear.
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Deltabase needed to look like an institution in order to raise money. I delivered its brand, website, investor materials and a component library, ready for launch.
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