About Me

Many times have I played my part in growing business that have invested in becoming customer centric and digitally enabled. Through the course of these engagements I’ve developed a practice that enables customer need to be both identified and evaluated continuously against business strategy and changing requirements.

Over the years I’ve developed a sharp sense of what has the potential to deliver desirable results.

With each hour spent observing what users do, the more I realise that we’re all individuals with preconceived ideas and understandings of how things should work. Often, what on paper is the simplest of tasks proves problematic to almost all that attempt to use.

Where or how challenges manifest is why I’m increasingly interested in evidence based design practices that build on a combination of qualitative and quantitative research techniques.

With experience of working both in-house and as part of agency teams I’m acutely aware of the craft and collaboration required to architect experiences that are delivered with high levels of design integrity that ensure business objectives are met across multiple touch points, channels and devices.

Equally comfortable discussing research practices, typography, design theory, interaction design patterns, information architecture and willing to help out, however. Also realise a common trait of a great team lead is that of creating the opportunity where those tasked with delivery have the space and time to craft exceptional results.

For projects I’m assigned, responsibilities include;

• Identification of user needs to inform experience strategy
• Representing user needs across stakeholder communities
• Leading, managing and growing teams responsible for User Experience, Interaction Design, User Interface Design and User Researchers
• Hands-on design support from early experience planning into production and growth

For most of my career I’ve encouraged the organisations I’ve worked with to adopt techniques, technology and practices proven outside of their sector and peer group.

Without this holistic awareness of current and emerging opportunities the best conceivable outcome is to be the tallest of the dwarfs, however. The greatest risk comes from a disruptive nimble entrant to the field of sleeping giants. I’ve witnessed this many times and played my part in transforming business to not only survive but prosper having become customer centric and digitally enabled, examples being

Publishing - digital disruption of circulation figures and classified advertising practises

Reinsurance - digitisation of the personal relationship of underwriting insurance risk

Telecommunication - MVNO operators delivering customer centric offerings and individuals providing superior network usage monitoring Apps