Someone had to go first.
The situation
Everledger uses blockchain to track the provenance of high-value assets — diamonds initially, then other materials and commodities. Good technology, growing fast, no product function.
I was the first product hire. The team was running 20+ parallel projects in waterfall, shipping slowly, and struggling to know which thing mattered most. There was no way to say no, so everything got a little bit of attention and nothing got enough.
What I did
Built the product and design function from the ground up. Moved the team from waterfall to agile. Worked with the founders to establish what the platform actually needed to be — which meant cutting a lot of what it was trying to be — and got the team aligned on shipping fewer things properly.
What happened
A focused team working on a clear platform. [Add any specific outcomes — customer growth, platform milestones, press coverage worth mentioning.]
What does justice look like if it's actually affordable?
The situation
Rocket Lawyer is a legal technology company. The brief was genuinely interesting: set up an innovation team to figure out how emerging technology — AI, machine learning, voice interfaces — might make legal help available to people who'd never be able to pay a lawyer.
What I did
Stood up the innovation function. Ran research with users who'd never used a legal service and weren't sure they ever would. Identified the specific moments where technology could reduce friction — not by replacing lawyers, but by removing the stuff that doesn't need a lawyer. Designed and prototyped a range of concepts and tested them with real people.
What it was
One of those rare briefs where the problem is important and the resources exist to do it properly. [Add any outcomes or concepts that progressed — if any shipped or influenced the roadmap.]
A design team, built properly.
The situation
Kantan was working on [brief description of what Kantan does/did — insert if you want this included]. They needed a design function that could do the full range: understand users, shape strategy, design the product, test it.
What I did
Formed a multidisciplinary team covering ethnographic research, product strategy, service design, product design, and user testing. Set up the function so it could work across the business, not just be a delivery resource for engineering. Also took on brand.
What happened
[Add outcomes — anything shipped, team growth, business impact.]
Three years, six teams, one direction.
The situation
OVO is one of the UK's largest energy suppliers. I came in as Lead Product Manager during a period of significant growth and stayed for just over three years, moving across both PM and design leadership.
The challenge wasn't finding good people — OVO had them. It was giving six autonomous cross-functional teams enough shared context and frameworks that they could make good decisions independently, without everything needing to come back to the centre.
What I did
Developed product and design frameworks used across the organisation. Led product management and design across six agile teams. Took on company-wide initiatives: design system, consumer app strategy, accessibility strategy and training, research and design events.
As Principal Product Designer I led the design system — the kind of work that's invisible when it's going well and painful when it isn't. Got it to the point where it was going well.
What happened
[Any specific metrics you can share — adoption, team size, product outcomes worth mentioning.]