Ways I can work closely with your teams
| Research and insightsTake decisions with confidenceOne to three months, project or interim | Interim UX strategyA design team that needs direction, not another designerThree to six months | Interim Product LeadershipLead the change, empower the team you haveThree to six months | |
|---|---|---|---|
| Who it's for | Teams can build faster than they can decide what to build. Your designers and PMs know the questions worth asking, but between releases the work doesn't get started. Insights work stays undone, and hard decisions are postponed. | Design is producing good work against the wrong brief. Design doesn't have a seat where product decisions are made, so is creating output instead of shaping outcomes. | You built the first version and you built it well. Now the company wants to pursue something new, and there's confusion. Priorities shift weekly and decisions feel ungrounded. |
| What I do | Understand your plans and where there's room for change, propose an approach, and run it, myself or with your team. Usually the question is about growth: who to target, what to build, what they'd pay for. Methods chosen for the question rather than out of habit. | Clarify what design has to achieve, get work in front of customers early, and carry design's case into the product and commercial decisions. I go deep into structure, flow and interaction. I leave visual design, and design system components to your great designers. | Put the product decisions somewhere they can be made and held to. Define how priorities are chosen and revisited, get customer evidence into the room, and bring engineering leads into product thinking rather than working around them. |
| What you leave with | Answers with evidence attached, two or three ways forward with what each would take and risk. A way of describing your customers that your teams can act on. | A way of working that designers can maintain, principles that last, and design present in the decisions rather than downstream of them. | A way of choosing what to build, teams who can say who they are building for, and engineering leads making product calls without waiting for one. |
| Proof | A new growth segmentNew packaging and pricing | Design for sustainable behaviourthirteen years leading designers in consultancies | Launch and migration |
Teams can build faster than they can decide what to build. Your designers and PMs know the questions worth asking, but between releases the work doesn't get started. Insights work stays undone, and hard decisions are postponed.
Understand your plans and where there's room for change, propose an approach, and run it, myself or with your team. Usually the question is about growth: who to target, what to build, what they'd pay for. Methods chosen for the question rather than out of habit.
Answers with evidence attached, two or three ways forward with what each would take and risk. A way of describing your customers that your teams can act on.
Design is producing good work against the wrong brief. Design doesn't have a seat where product decisions are made, so is creating output instead of shaping outcomes.
Clarify what design has to achieve, get work in front of customers early, and carry design's case into the product and commercial decisions. I go deep into structure, flow and interaction. I leave visual design, and design system components to your great designers.
A way of working that designers can maintain, principles that last, and design present in the decisions rather than downstream of them.
Design for sustainable behaviourthirteen years leading designers in consultancies
You built the first version and you built it well. Now the company wants to pursue something new, and there's confusion. Priorities shift weekly and decisions feel ungrounded.
Put the product decisions somewhere they can be made and held to. Define how priorities are chosen and revisited, get customer evidence into the room, and bring engineering leads into product thinking rather than working around them.
A way of choosing what to build, teams who can say who they are building for, and engineering leads making product calls without waiting for one.
Ways to inject some creativity, competence and business sense.
Sign-ups are healthy and the economics still don't work. Sales, product and finance each mean someone different by “our customer.”
Find the pattern in how people use and pay, and turn it into something sales, product and finance can all act on.
A segmentation based on how people use the product rather than how big they are, and a way to spot the ones worth the effort early.
A new growth segmentiZettle, 38% KYC lift
Three teams describe the value three different ways, and nobody wants to be the person who says the new number out loud.
Put the value in front of customers in a form they can react to, so it gets described by the people using it rather than argued about internally. Frame the packaging decision with the people who have to own it, and test the price against what customers will actually accept.
One articulation of the value, tested with customers, and a price and tier structure you can take to a board with evidence of where customers stop saying yes.
Design for sustainable behaviourNew packaging and pricingDreams, 3x with 93% retained
There are more growth ideas than anyone can fund, and no shared way of telling which ones are worth it.
Explore widely before narrowing. Put the options in front of potential and existing customers and come back with directions that have evidence and priority.
A set of directions with the reasoning attached, ranked against what your company can do, and a roadmap saying what to fund now and what to go and learn about first.
You have dashboards and you have interviews, and they get used to argue rather than to decide.
Clarify what is at stake and what is needed to move forward. Take one question and answer it both ways, so everyone can align.
One real question answered both ways, and the working pattern to repeat it.
Five years of research and nobody can find last quarter's or answers to their questions.
Structure research so it is still usable after the project that produced it has ended, and after the person who ran it has gone.
Research your teams retrieve and use without asking you first.
Scaling researchBalconySense
You are shipping steadily and none of it is moving. The roadmap is full, and nobody can say which item on it is the one that matters.
Work as a product manager with discovery in front of the roadmap rather than behind it. Find where people stall or stop, get that evidence in front of the team often enough to change what gets built, and hold the roadmap to it.
A roadmap ordered by evidence rather than by seniority, and a team still running discovery after I have gone.
A new growth segmentDesign for sustainable behaviourProduct leadership at Loomis Pay, 2024 to 2026, across the merchant portal, payments infrastructure and UX.