Most design leaders describe a moment they stopped designing and started managing. I never had that moment. The work changed, the materials changed, but the underlying practice of looking closely at how something works and exploring how to improve it has stayed constant across sixteen years.

Since June I've been building rather than waiting. Three projects, listed below, each taken from design through to production code rather than handed over at the point where it stops being a drawing.

The common thread is working with AI as a practice rather than a novelty. I keep a cross-project record of what holds up and what doesn't, and the parts that turn out to be invariants become automated checks rather than notes I hope to remember.

Most recently I was Product Design Manager at Intruder, a cybersecurity platform protecting around 3,000 companies. I oversaw three senior product designers, one I coached and promoted into a lead role, and secured buy-in to recruit a brand and campaigns designer to round out the team.

Outside of people management, a lot of my focus was turned to embedding design thinking as a structural pillar supporting how the company made decisions: lobbying for outcome-focused squads, defining product metrics, and building the case for research as a standing practice rather than a project-by-project ask. Before that: Newsflare, Argos, HouseTrip, Lush Cosmetics, and a period of freelance work that taught me as much about client relationships as anything since.

I'm based in Bedford. Outside of work I draw every day, analogue not digital, tend a garden with rewilding intent, and have been building a secondary world for longer than I care to admit. I'm also a father of four.

I write more about how I lead and what I believe about design on the Leadership page, and about the practices I actually work by on How I work.

Read my CV →