I design through conversation, collaboration and curiosity.

Understanding the business is a non-negotiable part of being a senior designer. It is difficult to make good product decisions without understanding how the organisation creates value, what it can sustain and which outcomes actually matter.

For me, this is not about earning design “a seat at the table.” It is about being useful once you are there. Design should help the business understand and serve its users better, and help users receive enough value for the product to earn their time, trust and money.

Design should not happen in isolation or end as a collection of screens in Figma. Its value comes from connecting user needs, business priorities and technical possibilities around a shared purpose.

Interviews, workshops, critique and stakeholder conversations help uncover what is really happening, surface competing assumptions and create enough clarity for people to move forward together. For me, communication is not something that supports the design process. It is one of the primary tools through which design happens.

My role moves between leading and doing: zooming out to question the direction, connect user needs with business reality and create enough clarity for a team to move forward, then zooming in to work through the details.

My experience isn’t only visible in the work I produce. It is also visible in the decisions I help teams make and the work I help other people produce.

AI is part of how I work every day: a thinking partner for challenging ideas, a tool for research, writing, prototyping, coding and building, and increasingly a material I design products around. I’m excited about what AI makes possible, but equally interested in its consequences: how it changes behaviour, skills and expectations when introduced into existing systems.

The question I keep exploring is simple:
How much can I gain from thinking with AI without giving up the thinking itself?