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.
Most recently I was Product Design Manager at Intruder, a cybersecurity platform protecting around 3,000 companies. I oversaw three senior product designers, two of whom I coached and promoted into lead roles, 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, a father of four and have been building a secondary world for longer than I care to admit.
I write more about how I lead and what I believe about design on the Leadership page.