Twelve years. Eight organisations. Two startups. One through-line.

Twelve years. Eight organisations. Two startups. One through-line.

Every role I've taken was a deliberate upgrade in scale, complexity, or skin-in-the-game. The arc: agency creative to enterprise design leader to startup founder twice over to AI product at one of the world's most-used software applications.

Every role I've taken has been a deliberate upgrade in one of three dimensions: scale, complexity, or skin-in-the-game. The arc goes: agency creative → enterprise design leader → startup founder (twice) → AI product at one of the world's most used software applications.

Microsoft (2024 – 2026)

Senior Product Designer, Excel Enterprise · AI · Scale

Excel has 400M+ active users. Every design decision is a default for someone's daily workflow.

I was brought in as Copilot integration was being built into Excel. No playbook for AI-powered charting at this scale. We had to figure it out.

The first thing I did wasn't design. It was research. Competitive analysis revealed that 98% of Excel users had never created a chart. Not because charting is hard. Because the defaults were wrong. That finding reframed the product roadmap.

From there:

• Chart Insights: an AI feature that generates actionable analysis the moment a chart is inserted. Now drives 9% of total Copilot usage in Excel.
• Smarter chart defaults: a data-driven redesign that cut chart deletion rate by 30%. The insight was uncomfortable: users were deleting charts because they were ugly, not because they were wrong.
• Wiki Agent: designer onboarding at Microsoft was broken. No single source of truth. I identified the problem, built the case internally, designed the solution, and shipped it. 40% reduction in onboarding time.

What Microsoft taught me: designing at scale means you don't get to trust your instincts alone. You build the case before you build the thing.

GoodWorker (2022 – 2023)

UX Design Manager B2B · Leadership · Design Systems

GoodWorker was a jobs platform for blue-collar workers. The funnel was broken and the design system didn't exist. I was hired to fix both while managing a team of four.

The conversion problem turned out to be a process problem. The job-posting-to-hire flow had too many handoffs, too much friction, and no consistency across surfaces. We rebuilt the employer portal and job-seeker experience from the ground up. 12% conversion improvement.

The design system came second. Not because it was less important, but because you can't build a system for a product you haven't understood yet. Built it from scratch once we had the product logic right. It cut inconsistency that was costing the team velocity.