My Leadership Approach.
Clarity Over Chaos, Impact Over Ego
No one knows everything, and leadership isn’t about pretending otherwise. It’s about setting a clear direction, giving people what they need to succeed, and making sure everyone works together smoothly. My goal is to create a space where designers feel confident, challenged, and supported—without getting buried in unnecessary meetings or paperwork. A good leader knows when to step in, when to step back, and when to give a little push to keep things moving.
Core Beliefs:
1
Clarity simplifies everything
When people know what’s expected, they can focus on doing great work instead of second-guessing. A shared vision prevents confusion and wasted effort.
2
Trust and responsibility go together
People do their best work when they feel trusted to make decisions, but they should also be accountable for results. Micromanaging kills creativity.
3
Progress over
perfection
No design is ever truly finished. Learning and improving over time is better than waiting for a flawless result that never arrives.
4
Constructive feedback fuels growth
Radical candor—being direct yet caring—builds trust and strengthens teamwork. Honest conversations lead to better designs, while avoiding tough discussions creates bigger challenges later.
Building Strong, Effective Teams
Great teams don’t just meet expectations—they exceed them. The right environment encourages people to take smart risks, grow their skills, and bring fresh ideas to the table. A successful team isn’t just about output; it thrives on a culture of creativity, teamwork, and continuous learning. When individuals feel safe to experiment, challenge assumptions, and push their boundaries, they don’t just improve their work—they elevate the entire team. Strong teams are built on trust, shared goals, and a commitment to growth, ensuring their impact lasts well beyond individual projects.
Key Beliefs in Building and Growing Teams:
Hiring for mindset over pedigree
Skills can be learned, but adaptability, curiosity, and problem-solving define long-term success more than a polished CV.
Not everyone wants to be a manager
Some designers prefer leading teams, while others focus on refining their craft. Both career paths should be respected and supported.
Competence builds confidence
No one starts out as a design expert. Giving people the right challenges and opportunities helps them grow into leaders over time.
Hire great people and trust them
If I didn’t trust someone, I wouldn’t have hired them. A good team doesn’t need to constantly prove themselves—they just need the space to do their best work.
Growth isn’t just about job titles
Advancing in design isn’t just about getting promoted. It’s about continuously learning, improving skills, and making a bigger impact over time.
The best teams thrive when they enjoy their work, collaborate effectively, and continuously improve—driving stronger performance, innovation, and long-term success. A workplace that values ownership, learning, and teamwork creates better outcomes for everyone.
Scaling Design Without the Headaches
A strong design function should make life easier, not harder. Well-structured systems and processes allow designers to focus on creativity rather than battling inefficiencies. As teams grow, structure should enable great work, not slow it down.
Core Principles in Design Operations:
A strong design function removes inefficiencies, reduces debt, and enables teams to work smarter, not harder. Design should not be an isolated discipline but an integral part of decision-making at every stage.
Decision-Making in a VUCA World
The world of product and design evolves rapidly, requiring leaders to adapt, guide, and make decisions with confidence. Change is constant, and strong leadership means embracing uncertainty rather than avoiding it. Success comes from providing clarity, direction, and assurance so teams can navigate challenges effectively.
Providing clarity in volatility
When conditions are unpredictable, teams need a strong sense of direction. Breaking challenges into smaller, testable steps helps maintain focus and ensure progress even when long-term outcomes are unclear.
Turning uncertainty into informed bets
Perfect information is rare. High-functioning teams learn through experimentation, iteration, and rapid feedback loops, making calculated decisions that reduce risk while driving momentum.
Managing complexity through alignment
As interconnected variables increase, shared goals and transparent priorities become essential. Decision-making frameworks help teams stay aligned, confident, and adaptable in rapidly evolving contexts.
Leading with adaptability in ambiguity
Not every decision will be correct, and course corrections are a natural part of progress. Resilience and flexibility are critical—teams that adjust based on new insights while staying anchored to core principles navigate ambiguity most effectively.
In a VUCA world, strong leadership balances data with intuition, structure with flexibility, and decisiveness with adaptability. The most effective teams don’t wait for certainty; they create clarity where it matters most and move forward with confidence.
My Approach to Leadership
I take my work seriously, but I don’t take myself too seriously. Leadership, to me, is about empowering others, not just directing them. My job isn’t to be the smartest person in the room—it’s to build a team where everyone has the tools, support, and confidence to succeed without unnecessary obstacles.
I believe authority and empathy must coexist. Leadership requires setting clear expectations and holding people accountable, but it also demands understanding and compassion. Striking this balance ensures that my team feels supported while still taking full ownership of their work.
Feedback is a two-way street. I expect open and honest conversations—whether I’m giving feedback or receiving it. Growth happens when people feel safe to share ideas, challenge assumptions, and continuously improve without fear of judgment.
Success isn’t about control. If a team only functions when I’m involved, I haven’t done my job right. My goal is to create strong, independent teams that can solve problems, make decisions, and drive progress without constant oversight.
A leader’s true legacy is their team’s success. I measure my impact by how well my team thrives—not just while I’m leading them, but long after I’ve moved on. Short-term wins are great, but long-term growth and resilience are what truly matter.
Leadership isn’t about holding power—it’s about creating an environment where people can do their best work, grow in their careers, and become leaders themselves. A great leader fosters mentorship, providing guidance and opportunities that help individuals develop their skills and confidence. If my team is learning, growing, and making a meaningful impact, then I know I’ve done my job well.
If you’d like to see what that looks like in practice—from scaling a team to influencing roadmaps and delivering £22M+ in value—you can read my full case study: Design, Reimagined(password protected)