Design leader and UX specialist.
Leadership
& Impact
Much of my work focuses on helping organisations build sustainable design capability.
In many companies, I have discover that design talent exists but lacks the systems, processes, and organisational support required to deliver consistent impact.
My role as a design leader is to create those foundation establishing the operating models, shared platforms, and collaborative practices that allow design to scale effectively.
This work brings together product strategy, design operations, and organisational transformation.
Establishing a UX Capability Across Global Teams
When I joined Spirax Group, digital product teams existed across several business units but there was no shared UX capability or consistent design approach.
Designers worked independently, often embedded within engineering teams, with limited collaboration or shared standards.
To address this, I established a central UX capability responsible for supporting multiple global business units.
This included:
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defining the role of UX within product development
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introducing shared research and design practices
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building stronger collaboration between design, product, and engineering teams
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creating visibility of UX work across the organisation
The goal was not simply to create a design team, but to establish UX as a strategic capability within the organisation.
DesignOps Foundations
As the UX capability expanded, it became clear that designers needed stronger infrastructure to collaborate effectively across teams and products.
To support this, I introduced a DesignOps framework focused on improving how design operates within the organisation.
This included:
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regular design critiques and review sessions
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shared documentation and design standards
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clearer collaboration models between design, product, and engineering
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improved onboarding for new designers
These changes helped reduce duplicated effort, improve knowledge sharing between teams, and create a more consistent approach to user experience across products.
More importantly, they helped establish design as a visible and collaborative discipline.
Design System (Fuse)
One of the challenges facing the organisation was the lack of shared UI components across digital products.
Teams frequently recreated similar interface elements independently, leading to inconsistent experiences and slower delivery.
To address this, I led the creation of Fuse, a shared design system used across digital platforms.
Fuse provides:
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reusable UI components
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shared interaction patterns
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consistent design standards
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documentation for designers and engineers
By establishing these shared foundations, teams are able to build digital products more efficiently while maintaining a consistent user experience across platforms.
Innovation Framework
Beyond product delivery, I also developed an Innovation Framework to help teams explore new opportunities for products and services.
The framework provides guidance on how teams can:
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identify meaningful user problems
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evaluate new technology opportunities
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explore product concepts through rapid experimentation
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align innovation work with business strategy
This resource helps teams move beyond incremental improvements and explore new forms of value within the organisation’s product ecosystem.
Building the Conditions for Great Design
Across my career, I’ve found that the biggest barriers to great user experiences are rarely design problems alone.
They are often organisational challenges - fragmented teams, inconsistent systems, or unclear product strategy.
My role as a design leader is to address these systemic issues by building the structures that allow design to thrive.
With these foundations in place, teams can focus on what matters most: creating meaningful experiences that solve real problems for users.
Measuring Impact
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improved collaboration between product and design teams
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reduced duplication of UI components across projects
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increased visibility of UX within the organisation
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stronger alignment between digital product teams