About Me.

As Design Director, I led design and delivery across a global enterprise portfolio including BT Global, Nest, Legal & General, and the Financial Ombudsman Service, building the design system adopted as BT's working standard and shaping the delivery roadmap behind Nest's £1.5 billion digital ecosystem. I also rebuilt a client relationship with Refinitiv (now LSEG) that was close to contract cancellation, replacing an absent vetting process with personal candidate review and coaching that became the account's standing practice.

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My portfolio of clients during this period included some of the UK's most complex and high-profile digital transformation programmes.

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Nest - Digital Ecosystem Nest is the UK's largest workplace pension scheme, managing retirement savings for millions of members. I led the design strategy for a multi-year digital transformation programme, repositioning design as a product strategy function rather than a delivery service. I established the design principles and systems architecture that governed a £1.5 billion GBP digital ecosystem from discovery through to build, working directly with Nest's executive team to ensure design was influencing roadmap decisions before they were made in engineering.

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Refinitiv (now LSEG) -  Rebuilt a stakeholder relationship that was close to contract cancellation over inconsistent consultant quality. Replaced an absent vetting process with personal CV review and interview coaching for every consultant placed on the account. Restored client confidence and made the new vetting and coaching process the account's standing practice.

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BT Global - Design System BT Global's digital products were growing faster than the systems governing them, producing an inconsistent estate that was increasingly difficult to maintain and falling short of the accessibility standards expected of a global brand. I built the BT Global Design System from the ground up, beginning with a comprehensive audit of the existing estate rather than building from a blank slate. Accessibility was embedded at the component level from day one rather than applied as a compliance checklist at the end. Documentation was written for both designers and developers in language that made the right choice the obvious one. The system was adopted across multiple product teams globally and became the working reference for digital design across BT's entire estate.

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Legal & General - Pension Contribution Platform Legal & General's pension contribution platform was failing the HR administrators and finance teams who depended on it, and failing the tens of thousands of scheme members whose retirement savings it managed. Working within a regulated financial services environment, I led a cross-functional team of seven through the full redesign, reframing FCA compliance as a design tool rather than a constraint. That reframe produced an interface that was clearer, more deliberate, and more trustworthy than the original — not despite the regulatory requirements but because of how we chose to work within them. Contribution processing reduced from hours to minutes. The platform achieved full accessibility compliance for the first time and was subsequently adopted as the internal design benchmark for the wider L&G division.

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Financial Ombudsman Service - End-to-End Redesign The Financial Ombudsman Service helps people resolve disputes with financial institutions, placing it at the intersection of legal process, bureaucratic complexity, and genuine human distress. I oversaw the full engagement as Product Design Director, leading a team of six to eight across UX research, service design, product design, and content. The single most impactful structural decision was remapping the entire information architecture around user mental models rather than FOS institutional process — shifting from how the organisation was structured internally to the questions users actually arrived with. We redesigned the complaints submission journey, rebuilt the internal caseworker tooling, and, critically, turned process-level organisational ambiguity that design alone couldn't resolve into explicit recommendations for the FOS leadership team. Knowing when design is the right tool, and when it is not, is one of the harder judgements in service design.