Design and product leadership for complex organisations — helping teams think more clearly about what they're actually building, and build it better. Currently Executive Director of UX at JPMorgan Chase.
A degree in illustration taught me to see problems differently, make abstract ideas concrete, and answer a brief with something unexpected. That instinct never left — it just scaled from paper to systems and organisations.
Transparency isn't a risk — it's a strategy. I learned at NixonMcInnes that sharing work early, inviting critique, and building in public creates better outcomes and stronger teams. Everything I do now starts with an open hand.
The best products come from designers and engineers working side by side, not throwing specs over a wall. Embedded in engineering teams before cross-functional was a buzzword, I learned that agile isn't a process — it's a posture.
Five years inside one of the UK's biggest institutions taught me that simplicity is hard — and that telling the story of why it matters is just as important as achieving it. Simplicity requires patience, knowledge, the courage to cut, and a narrative that brings people with you.
Good product leadership isn't comfortable. At 4G Capital in East Africa I learned to hold the tension between what the business wants and what users need — and not let either side win too easily. The stakes were real, the constraints were real, and the easy answer was rarely the right one.
Bringing all of the above into one of the world's largest financial institutions. The goal isn't to break things — it's to change them from the inside, in ways that actually stick. Twenty years of unconventional moves, finally making sense.