ABOUT Scott Parker
I began in craft and evolved to include enterprise design leadership, building teams and capability at global scale.
"Scott was instrumental in putting our customers, service design approaches, and customer experience at the core of our business delivering top and bottom line benefit."
Paul Colbert, Managing Director, Cambridge University Press & Assessment
I am a design leader with over 25 years’ experience operating in complex, enterprise and regulated environments.
My work sits at the intersection of brand, experience and strategic direction. I help organisations move design from production to influence, embedding it upstream in decision-making rather than downstream in delivery.
Career and Scope
I began in agency and freelance graphic and web design, working across lifestyle, publishing and professional services. Over time, that hands-on craft expanded into in-house roles within architecture and global professional services, where scale, governance and operational discipline became central.
That progression from craft to structure laid the foundation for the enterprise design leadership work that followed.
I have worked across graphic design, brand systems, product, service, CX and UX, leading multidisciplinary teams and scaling capability across global organisations.
I began in craft and evolved into enterprise design leadership, building multidisciplinary teams and embedding design capability at global scale.
As Global Design Director at Cambridge University Press & Assessment, I led the evolution of design from a production function into a strategic capability embedded across the organisation. The team grew from a small execution-focused group into a multidisciplinary design function spanning brand, UX, service design and creative direction, aligned with product, commercial and executive leadership.
Design became part of discovery and strategic planning. Global platforms scaled internationally with design embedded from the outset. Brand alignment was established across markets while allowing for local nuance.
The shift was not about producing more work. It was about changing the role design played in decision-making.
What I Believe
Design is a translator. It turns complexity into clarity and ideas into outcomes.
In large organisations, complexity is inevitable. Clarity is not. When positioned correctly, design sharpens direction, aligns teams and reduces wasted effort.
Leadership, in my view, is about creating the conditions for teams to succeed. Clear direction. Strong briefs. Constructive challenge. Psychological safety. High standards. When those conditions are in place, creative work improves and value follows.
Innovation must be disciplined by value. Particularly in the integration of AI, where capability often runs ahead of judgement. Responsible adoption requires structure, ethical clarity and a clear link to organisational and societal impact.
Craft and Strategy
I began in craft, and that foundation still shapes how I lead. Strategy and making are not separate in my view. I still design when it matters, building brand systems and campaigns as part of wider transformation. It keeps the thinking grounded and ensures ideas hold up in the real world.
Creative judgement and strategic clarity must operate together.
Speaking and Profile
I speak internationally on design leadership, organisational alignment and the responsible integration of AI. My sessions focus on positioning design as a strategic driver and connecting innovation to governance and measurable outcomes. They are grounded in enterprise experience, not theory.
Working Together
I work with senior leaders and cross-functional teams who want design to operate at its full potential, and create value for customers and businesses alike.
Not to decorate strategy.
To shape it.
If this resonates, let’s define your next step.
No prep. Just clarity.
