Services
for scale-up
teams
Strategic design partner
I validate new market hypotheses and sharpen trade-offs on scope alongside your founders, PMs and engineering leads. The job is to reduce your risk of building the wrong thing as well as drive measurable business impact.
- You're entering a new market or vertical
- A major product decision is on the table
- Misalignment between product, tech and business
- Preparing for a fundraise and need product clarity
- Design decisions are a bottleneck to speed
- In need of strong design leadership working upstream
Design infrastructure
I remove friction between your designers and engineers so your team ships faster without losing quality. Effective modular design systems, patterns, embed AI, workflows and operations for scale-ups.
- No shared design language across teams
- Inconsistent UI as you scale products
- Designer-engineer handoffs are slow or messy
- Onboarding new designers takes weeks
- Components are duplicated, not shared
- In need of setting the quality bar
Design mentorship
A sparring partner for your senior designers. Design reviews and direct mentorship that builds senior design judgment and shapes product direction. Formally trained as a coach.
- Senior designers are plateauing
- No design leadership to give direction
- Design isn't yet influencing product decisions
- Building a stronger senior design culture
- A key designer needs support, not management
- In need of mentoring without managing
Top brands who saw outcomes
How I work
Strategic partnership
I work with founders and product leadership before priorities and bets are decided, not after.
Quality at scale
I raise the design bar across the product and build the systems that keep it there. The bar holds whether I'm in the room or not.
Cross-functional alignment
I keep product, design, and engineering pointing the same way. Cycles get shorter, and decisions hold up against reality.
Considered change
I push hard where it matters, and leave alone what's already working. No reorganisation in week one.
Decisions under ambiguity
I bring evidence and a clear point of view into the room. Stalled work starts moving again.
Long-term leverage
The longer I'm engaged, the more useful I become. Context deepens. Early work compounds into the next round.
Designer-as-builder
I validate early-stage ideas using code with Claude Code, Cursor, and Figma Make. Decisions land on working artefacts, not mockups.
Force multiplier
I coach the team while we ship. Designers leave the engagement sharper, not more dependent on me.
Where I work best
Scaling product teams
Organisations that have outgrown how they used to work, but haven't yet found what comes next.
Ambiguous problem spaces
Initiatives where the right path isn't obvious, and direction has to be defined as we go.
High-stakes product bets
Bets where strategy, design, and execution all need to land at the same time.
Strategy-to-execution gaps
Where the vision exists, but the work hasn't caught up to it.
When I'm not the right fit
Pure execution work
The problem is fully defined and only needs hands to implement.
Visual-only briefs
The need is surface design only, with no involvement in product or strategy.
No room to influence
Decisions are already made, and design is being asked to dress them up.