I make complex things feel obvious.

Twenty years of design across four countries. French, based in Manchester, now heading back to continental Europe on purpose. I design and I build — I still write the front-end — and knowing both is what lets me tell a real constraint from an imagined one.

What I actually do

I don't ship deliverables. I change how organisations decide.

Anyone can produce a screen. The rarer work is the part nobody photographs:

At Imperial Brands, I built an in-house design function from nothing — the team, the tooling, the governance — and the multi-brand system that keeps a whole portfolio in sync without multiplying the cost.

At Auto Trader, I reframed a stalled digital-retailing project from a transaction problem into a trust problem. The blended journey that followed brought finance, part-exchange and reservations online — without asking anyone to buy blind, and without giving up the forecourt that earns the trust.

At Booking.com, I led design for Ground Transport across a global marketplace — the scale where small, clear decisions move millions of journeys, and clarity beats cleverness every time.

At Intuit, I designed regulated fintech — Making Tax Digital, VAT anti-fraud — where getting it wrong isn't a bug, it's a breach.

Different industries, same method: understand the human well enough to make a better decision, then build the system that makes that decision repeatable — so good decisions outlive whoever was in the room that day.

Twenty years across four countries taught me the job isn't applying design principles. It's interrogating assumptions — starting with my own.

Most design leadership gets told as a victory lap. This is the other version — what it takes to put humans at the centre of a business that wasn't built for them.