How an organisation is experienced comes from how it works inside.
Trying to change one without the other is an exercise in futility. An organisation is one group of people working together to do something for another, and changing something for either side impacts the other. Transformation programmes often lose sight of this.
I want to help build organisations that can think and act together quickly. That rarely means more meetings. It means customer and ecosystem insights can reach teams fast, that teams can draw on each other's understanding, and that they are trusted to act without cumbersome approvals. Creating the conditions that let people do their best work and flourish is how we create the collective intelligence needed to solve the really hard problems.
I've done it with call centre teams who want to help people rather than field frustration, with design teams that needed new ways of working to grow their impact, and in helping create inclusive environments where everyone can focus on doing their best work. I want to work with the organisations that are ready to rethink how they work to get there.
I'm an optimist about people. Systems and planning give you the analysis, but the messy, complicated and remarkable people are why the change is possible at all.
The record
The problems I keep being called into
- Your CX programme has redesigned everything customers see, but the organisation behind it hasn't changed to keep up.
- You can see where the service lets customers down, but the fix crosses five teams and none of them own it.
- The design team feels busier than ever, but you're struggling to have the impact you need.
- People have been given new AI tools, but how they're thinking and working together hasn't moved.
The two disciplines and two lenses I bring to these are on How I work.
Experience
- Apr 2026 – now Wormhole · Part-time, fractional alongside the role below Head of Knowledge and Future Skills Most learning asks you to step away from the work in order to get better at it. Wormhole puts the expertise into the workflow instead, at the point it is actually needed. As a fractional member of the founding team I am shaping what the platform teaches: the methods and standards digital, design and product teams work to now, and the harder question of what they will need next. The methods that got teams here are already becoming the ceiling.
- Nov 2025 – now Independent practice Service and organisational design · contract and advisory Helping organisations understand their customers and teams better, and translating that into better products, services and strategies. Further developing and applying systems-led and AI-enabled approaches to design and strategy. Working across industries, with a balance of hands-on work and advisory support.
- Jun 2021 – Nov 2025 frog (Capgemini Invent) · London · Full-time Four and a half years running frog's UK service and organisational design practice inside Capgemini Invent. I arrived to lead delivery and left having built two things: the service design team grew from eight to fourteen direct reports with an extended team past twenty-five, and the UK organisational design practice did not exist before I started it. Most of the work sat in energy and utilities and in financial services, which is where I learned how differently a regulated organisation moves.
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Ran the UK practice and co-led the global organisational design practice, which meant building the methods as well as using them. Sector lead for energy and utilities, and on the ground with British Gas, OVO and NESO.
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Held alongside the director role. Accountable for the team's performance, development and wellbeing while headcount went from eight to fourteen. We built team practices around how different people actually work, neurodiversity included, on the view that a team which only suits one working style is quietly losing the others.
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A promotion into running several programmes at once, and the first time I carried a sales target alongside delivery. Leading engagements from discovery through to implementation is where the repeatable parts of the method started to show themselves.
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Joined to lead delivery on complex client programmes, bringing consumer psychology and human-centred design to them.
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- Jan 2019 – Jun 2021 Led service design delivery and oversaw workstreams in complex, multi-sector programmes, with management and mentorship of designers across service design, human-centred design and psychology.
- Apr 2018 – Dec 2018 Helped set up a design and innovation lab, launching new products and services across B2B and B2C, and worked on how sustainable innovation could live in the wider business rather than in an isolated team.
- Jul 2017 – Apr 2018 The lead service design role in Vodafone Group's customer experience team, shaping a role that had not existed there before. Built the methods for aligning service design with UX, UI and product, and delivered design thinking training to partner telcos and to CTOs and IT directors across Vodafone's operating companies.
- Jun 2015 – Oct 2015 An innovation hub bringing partners and start-ups together around the future of payments, supporting ideas through the pipeline to find viable opportunities.
- Jul 2014 – Jun 2017 Digital business transformation through customer-centred design: research and insight, concept and solution development, and bringing innovation processes into major businesses.