Work and Impact
Design that changes how organisations think, decide and perform.
Some work is shared publicly in summary form.
Full case studies are available for hiring managers, boards and serious enquiries.
There are endless metrics to chase. Every organisation defines success in its own way. Metrics are useful, but they are only indicators.
What matters to me is the difference made.
In complex organisations, design can easily become busy but peripheral. It produces work, but does not always influence how decisions are made or how value is created.
Across brand, strategy, service, product and organisational design, my role is to help create that shift. Not simply to produce outputs, but to improve how things work, how decisions are made and how value is created. That's designing the difference.
The following examples show how that difference has taken shape in practice, across enterprise transformation, platform design, brand strategy and organisational change.
Strategic Design Leadership
From delivery team to strategic partner
Context
A global educational organisation operating across 70+ brands with fragmented design functions and no UX, Service Design or CX capability.
Shift
Repositioned design from a downstream delivery function to a strategic business contributor.
Impact
30% productivity increase through workflow optimisation
80% earlier involvement in strategic discussions
98% adoption of new workflows and frameworks
Scaled team from 4 to 30 globally
60% Opex reduction while scaling capability
Design became a trusted partner influencing C-suite decisions and long-term direction
Platform & Product Impact
Cambridge One: global digital platform transformation
Context
Fragmented legacy systems limiting scalability and user experience.
Shift
Led the design of a unified, user-centred learning platform built from the ground up.
Impact
870% year-on-year growth in activations and sales
700,000+ active users globally
50 million learning sessions delivered
334% increase in entitled users (2019–2021)
Scaled from 0 to 14 scrum teams in three years
The platform unified tools, improved accessibility and positioned the organisation competitively in a digital-first market.
Brand & Growth
Camena Bioscience: strategic rebrand post Series A
Context
A high-growth DNA synthesis business following $10m Series A funding. The brand was limited to a logo and colour palette and did not reflect the company’s ambition, technology or market position.
Shift
Led a Brand Sprint+ to define the brand heart, positioning and visual identity, aligning leadership around purpose, values and long-term direction.
Impact
Stronger brand recognition in target markets
Increased inbound marketing activity
Growth in social following
Improved employee pride and internal alignment
Beyond the visual identity, the work established the strategic foundations of the brand. That foundation later informed principles development and culture workshops, helping embed the brand internally as well as externally. The brand became a strategic asset, not a cosmetic layer.
Service Design & Operational Transformation
From digital UX to strategic Service Design capability
Context
Experience was largely perceived as digital-only UX, reinforcing silos across print, digital and operational teams. Customer expectations were shifting towards seamless, end-to-end journeys, but the operating model was not structured to support them.
Shift
Introduced and positioned Service Design as a strategic capability, connecting products, services and operational processes. Aligned cross-functional teams around shared journeys and embedded holistic thinking into strategy and business-as-usual delivery.
Impact
Service Design integrated into strategic planning and BAU across publishing, marketing, sales and customer services
Internal academy programme established to scale capability and upskill teams
Improved alignment across print, digital and service touchpoints
Streamlined onboarding and end-to-end experience flows
Stronger link between customer experience and business performance
Service Design moved from having no formal presence to becoming a strategic capability shaping how value was designed and delivered.
Enterprise Design Principles
Creating scalable standards across complex business units
Context
Multiple business units operated with differing approaches to design, limited shared standards and inconsistent governance. Decision-making was often subjective, and alignment across teams was difficult to sustain.
Shift
Led the collaborative development of enterprise design principles with senior design leaders across business units, embedding them into governance, briefing processes and review frameworks to bring consistency and clarity to decision-making.
Impact
Shared standards adopted across multiple business units
Reduced subjectivity in feedback and review cycles
Fewer rework iterations through clearer upfront alignment
Improved cross-unit collaboration and consistency
Design repositioned as a strategic partner in business decisions
The principles became part of how work was evaluated and progressed, shaping behaviour and governance rather than sitting as static statements.
Experience Across
Enterprise scale
Multi-brand complexity
Regulated environments
Global markets
High-growth businesses
If you’re exploring senior design leadership, brand realignment, service transformation or AI direction, I’m happy to talk it through.
Creative by foundation.
Leader by experience.
Strategic by design.
If this resonates, let’s define your next step.
No prep. Just clarity.
