Ways of working

Before jumping to solutions, I separate symptoms from the underlying problem, so the team solves the right thing against real business goals and user needs.

I use research, analytics and existing evidence to learn what users are trying to do and where they struggle, choosing the method to fit the decision. I don't believe in research theatre.

I map how people move through the experience and where it creates friction. Usually the problem is not one page, but the relationship between content, structure, confidence and timing.

I help teams see what most affects user success and commercial performance, and where a small, well-placed change could have a large effect.

I turn evidence into practical recommendations, each clear on what to change, why it matters, who it affects and what happens next.

I get everyone seeing the same problem clearly, presenting findings to support a decision, not just reporting everything I found.

This is where it becomes real: wireframes, prototypes and, where it helps, UI. I stay hands-on and mentor the designers, keeping the work anchored to the research through build.

Launch should create learning, not close the conversation. I help teams decide what to measure and review, then keep improving once real users are in.