Leadership

Clarity over complexity

I prioritise clear goals, simple narratives and shared understanding. Teams move faster when they know what matters, why it matters, and how success is measured.

Journey first, always

I anchor decisions in the end-to-end customer journey — not individual features, channels or functions. This creates alignment across Product, UX, Engineering, Marketing and Operations, and keeps teams focused on outcomes rather than outputs.

Commercially grounded

Experience is not a layer on top of the business — it is the business. I work closely with commercial, operational and technical leaders to ensure experience improvements translate into real performance: growth, retention, trust and efficiency.

Hands-on when needed, hands-off when earned

I’m comfortable rolling up my sleeves in early or high-pressure phases, but my goal is always to build strong teams, clear systems and sustainable ways of working — not dependency.

What teams get when I’m involved

• Clear experience and product direction tied to business goals

• Better alignment between Product, UX, Engineering and Marketing

• Improved decision-making and prioritisation

• Stronger adoption, retention and customer trust

• Teams that ship with intent, not just momentum

Whether I’m leading full-time, interim or fractionally, the aim is the same: leave the organisation clearer, more aligned and better equipped to execute.

Leading through change and scale

I’ve led experience and product through:

• Zero-to-one product and brand creation

• Rapid scale and national growth

• Organisational change and team rebuilds

• Global complexity across multiple markets

• Acquisition and transition phases

This has shaped a leadership style that is calm under pressure, pragmatic in ambiguity, and focused on what will genuinely move the business forward

Working with founders, boards and exec teams

I work best in environments where:

• Experience quality is seen as a strategic lever, not a “nice to have”

• Leadership teams want honest, constructive challenge

• There’s appetite to fix root causes, not just symptoms

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I’m direct, collaborative, and comfortable operating at exec level — translating between vision, delivery and commercial reality.

Engagement models

I work across a range of leadership contexts:

• Full-time roles — Head of UX, Design Lead, Chief Product / Experience Officer

• Interim & contract leadership — stabilising teams, resetting direction

• Fractional executive roles — typically 2–4 days per week

• Advisory & consulting — experience strategy, journey alignment, adoption challenges

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The engagement model flexes, but the expectations don’t: clear outcomes, meaningful progress, and measurable impact.

A note on background

Earlier in my career, I served in a specialist airborne regiment within the British Army. It shaped how I lead — with resilience, humility and a strong sense of responsibility to the people around me.

Today, that shows up as steady leadership, clear communication, and a focus on doing the work that actually matters.

If you’re hiring for senior product, design or experience leadership — or need short-term executive support — I’m happy to talk.