I help teams make better product decisions when systems, scale, or ambiguity start getting in the way.

Sometimes that involves design systems. More often, it involves clarity.

Over the past few years, a lot of teams have mistaken maintaining systems for making progress. I’ve spent most of my career working on products where complexity is the real problem.

Not pixels. Not components. Not tooling.

Systems are useful only insofar as they help teams think, decide, and move faster. When they stop doing that, they become bureaucracy.

What I actually help with

This work often involves:

• untangling complex user journeys and product logic

• stabilising and scaling design systems

• making trade-offs explicit between product, design, and engineering

• reducing UX debt without slowing teams down

• helping teams decide what not to build

Who this is for

This tends to be useful if:

• your product has outgrown its original structure

• teams are shipping fast but alignment is slipping

• design decisions feel increasingly fragile

• engineers are doing the right thing, but within unclear constraints

If things feel busy but not simpler, that’s usually the signal.

How I work

I work in a few different ways, depending on what’s needed:

• short diagnostic work to surface the real constraints

• embedded design leadership to improve decision-making

• focused interventions where clarity has been lost

The aim is always the same: fewer assumptions, better trade-offs, and less wasted effort

If you’re dealing with complexity rather than cosmetics, I’m usually happy to have an initial conversation.