The story
Three acts, one through-line
Act one · Craft
I learned to make things work for people. The unit of work was a flow or a product. I became fluent in research, interaction design and prototyping, and learned that most usability problems are upstream problems in disguise.
Act two · Systems
I started owning problems end to end. The hardest part of design in large organisations is not the design; it is alignment. I began facilitating, mapping systems, and designing the conversation as much as the product.
Act three · Influence
I now work on the organisation itself. I use prototypes to shift executive decisions, blueprints to expose operational truth, governance to scale good judgement, and AI to compress the distance between a question and evidence.
