Role: Product director/Engagement Lead - Initiated a multi-year partnership, lead the cross-functional team

Team: 16 cross-functional experts (UX Designer, UI Designer, Data Scientist, Full-stack engineers, QA) between London and San Francisco.

The Challenge

Fashion development is a highly collaborative, tactile process. Yet the merchandising, design, development, planning, and commercial teams were working across scattered text tools that didn’t match how they actually worked. This led to slow development cycles, last-minute rework, and even more friction once travel to showrooms became difficult during COVID.

Role: Senior Manager/Engagement Lead
Team: Blended team of 12 cross-functional experts from the client’s business & IT organisation and our consultancy (Service Designer, UX/UI Designer, Digital Architects, Business Analysts, POS SMEs, QA)

The Challenge

As travellers increasingly moved to digital channels for simple tasks, the role of in-person service needed to evolve. Yet many core processes, tools, and systems were still rooted in pre-digital operations, creating fragmented, inconsistent experiences for both travellers and mobility guides in stations.

My Contribution

I led the engagement end-to-end, bringing business and IT together to re-think the purpose and value of in-person service. We started by meeting travellers, mobility guides, and station managers, and by observing daily operations across stations nationwide. This fieldwork highlighted which traveller groups truly benefit from human support and where the current process held them back.

Using these insights, I helped guide the organisation toward a shared North Star: Consultative Sales and Service Delivery — a clear vision for what in-person support should become. I connected teams, clarified direction, and turned a complex operational challenge into a clear, future-ready service vision. By keeping users involved throughout, I ensured the solution was practical, adoptable, and built for long-term impact.

Role: Senior UX Originations and Design system

Team: Full cross-functional Team (UX Designer, UI Designer, Data Scientist, Full-stack engineers, QA) part of the first cross-functional team, then scaled the delivery programme to several teams consisting of over 150 people in 6 offices globally.

The Challenge

HSBC serves over 40 million customers in 65+ countries. Their retail onboarding journey was slow, fragmented, and heavily reliant on branches and manual back-office work. Legacy systems, siloed teams, and rigid ways of working made it hard to improve functionality or deliver at speed.

My Contribution

As Senior UX Lead, I shaped the user experience for global originations and helped lay the foundation for the design system used across teams. I worked closely with designers, engineers, and product leads to translate complex onboarding requirements into clearer, faster, customer-centered journeys. I also helped scale the delivery from one team into a multi-team programme with shared standards and governance. I helped bring the customer voice into a highly complex global programme, shaped the end-to-end user journey, and ensured the design system enabled delivery at scale. By connecting design, engineering, and programme leadership, I contributed to making onboarding dramatically faster and simpler for millions of customers worldwide.

Role: Product Director
Team: Cross-functional team (Inception with Product Director, Delivery Director, Technical Director, then full cross-functional product team)

The Challenge

FutureNHS is the national collaboration platform for the UK health and care community. It hosts more than 1,000 communities and supports over 50,000 monthly active users. During COVID-19, usage surged as NHS staff across the country relied on the platform to share knowledge quickly and work together under pressure.

To meet this growing demand, NHS England needed a platform that was more engaging, easier to use, scalable, and more cost-effective to run.

My Contribution

As Product Director, I worked closely with NHS England’s product and service teams to define how the next version of FutureNHS should work and what value it needed to unlock for its users. I brought structure, strategic clarity, and a collaborative way of working that aligned stakeholders around a shared future vision. By bridging product, delivery, and technical considerations, I helped shape a successor platform designed for long-term impact across the entire NHS ecosystem.