Let’s jam.

Every engagement is different, but how I work stays consistent: collaborative, practical, evidence-led, and always in service of progress.

Whether I’m designing strategy, facilitating a team, or embedding in delivery, my approach is shaped by a few core principles and practices.

My principles

  • We don’t need new, we need better. By focusing on simplifying what we already have and leveraging what already works, we can reduce complexity and live more sustainably.

  • “People don’t resist change. They resist being changed.” - Peter Senge

    Change by force doesn’t work. By understanding people’s intrinsic motivations, we can design compelling products and platforms for change. 

  • Complex problems cannot be solved by a lone genius. By working together and leveraging our diversity, we become greater than the sum of our parts.

  • Nothing happens in isolation. By adopting a systems lens and seeing the interdependencies in the world around us, we can practice more considered and sustainable design.

How I engage

Flexible roles

I can jump in as a strategic advisor, facilitator, embedded team member, or coach – depending on what the work needs.

Working style

I’m open, fast-moving, and low-fuss. I collaborate in shared documents, show thinking early, and keep stakeholders close to the work so we don’t waste time guessing.

What I’m not

Glossy report designer. Sycophant. Speaker of consultant jargon. Responsibility-shirker. If that’s what you need, then we won’t gel.

Tools & Resources

Here’s a sample of what I use day-to-day:

  • Design & collaboration: Miro, Mural, Figma, FigJam

  • Research & validation: Maze, Dovetail, ChatGPT, Google AI Studio

  • Strategy: Theory of Change, Jobs To Be Done, Journey mapping & blueprints

  • Delivery: Jira, Confluence, Notion, Google Workspace, custom templates and playbooks

Culture is the real design challenge

I believe culture is the operating system of any team or organisation. It defines how decisions are made, how conflict is handled, and how people support each other.

My favourite definition of culture comes from Seth Godin:

“People like us do things like this.”

The tricky thing about culture is that it’s emergent. You can’t create culture directly, but you can create the conditions for a productive, high-trust culture to emerge. That means:

  • Prioritising psychological safety

  • Being clear and consistent about how decisions are made

  • Creating space for real conversations, not just rituals

In my experience, good culture is the ultimate multiplier. Without it, even the best strategy struggles. With it, even the most complex problems become solvable.