Selected work
Three cases, for leadership teams in Hong Kong, mainland China and the UK: what was wrong, what I did, and what changed.
When leaders bring me in
- A programme is failing, and the people in it no longer agree what it is for.
- People cannot find what they need, so they ask, wait, or do the work twice.
- Two systems say different things, and the organisation follows the wrong one.
Three cases
Client names are withheld. Figures are measured, or marked as estimates; where there is no figure, none is given. Screens are re-created with sample data.
How I lead design
I set the direction and the standard, then review work where it will live. Across around 50 projects, often two or three at once with up to 15–20 contributors in design, development, business and marketing, each team had its own brief, so it knew what it owned and what good looked like.
Quality is judged in context: new work goes next to the client's existing website or materials, and anything that feels disconnected goes back for another round.
Coaching is part of the work. An illustrator struggling to fit her own style to a banking commission found her way once we separated her personal practice from the purpose of the brief. A designer whose template-built work looked unfinished turned those templates into a design system, with type and colour drawn from the client's brand guidelines; the finish and the consistency followed.
Three websites
Built and run by me, in the open.