top of page
Design leader and UX specialist.
Leadership
& Impact
Design Ops
Scaling UX Capability through DesignOps
​
At Spirax Group, I have established a central UX function across five global business units. My first priority was to stabilise delivery by introducing DesignOps infrastructure - shared tools, rituals, and governance models that enabled our small teams to scale without duplication or drift.
I defined and introduced weekly critiques, monthly retros, cross-team design reviews, and documentation standards. We implemented a flexible operating model to support embedded designers while maintaining central alignment.
These rituals increased design visibility, reduced friction in cross-functional delivery, and gave new hires a consistent onboarding experience. The clarity we created allowed design to mature faster than the business expected - and helped establish UX as a strategic function within the Group.​
​​​​​​
Design System
Creating a System for Global Design Consistency
​
One of our key challenges was the lack of consistency in UI and interaction design across platforms. I led the creation of a group-wide design system, starting from a small atomic UI library and growing it into a scalable resource for both designers and engineers.
The system was built on real product needs - with components sourced from audits and patterns across our portfolio. We created a governance model for contributions, engaged engineers in component development, and aligned the system with accessibility standards.
Adoption increased delivery speed and reduced effort in new projects by 30-40%. More importantly, it gave designers and developers across the Group a shared visual language and foundation for scaling high-quality experiences.​
​​​​​​
Innovation Playbook
Authoring the Digital Innovation Playbook
​
To support consistent product and experience delivery, I authored a Digital Innovation Playbook - a strategic guide for cross-functional teams across the Group.
The playbook covers every stage from opportunity framing to delivery, and brings together best practices in product discovery, UX research, ideation, and iterative design. It’s been adopted by teams in the UK, EU, and APAC as a reference tool for starting and scaling digital initiatives.
It also played a key role in aligning Product and Design, providing a common process language and reducing debate around delivery models.
​​​​​​
Team Culture & Coaching
Building High-Trust, High-Performance Design Teams
​
From IRESS to Spirax, I’ve prioritised building teams, not just functions. I’ve implemented career frameworks, coaching practices, and growth paths to help designers evolve into confident, empowered professionals.
At Spirax, I’ve mentored new managers, supported career transitions, and created a culture of honest feedback. My approach centres on autonomy, trust, and clear shared goals.
Design culture doesn’t emerge by chance - it’s designed intentionally. I work hard to ensure that our culture is safe, sharp, and always improving.​
​​​​​​
Embedding UX in Strategy
From Service Provider to Strategic Partner
In both my IRESS and Spirax roles, I’ve worked to move design out of the corner and into the core of business decision-making.
At IRESS, I joined the Operational Leadership Team - giving design a voice in strategic planning. At Spirax, I’ve worked with Group Product Leads and engineering directors to align UX with product roadmaps, business KPIs, and delivery metrics.
My goal is always the same: show that design is not just what we make, but how we think. Once design is embedded at that level, it stops being an afterthought and starts being a multiplier.​​​​​​
bottom of page