Lead Service Designer
I design services that create real impact.
10+ years helping healthcare, government, energy and telecoms organisations understand complex service problems, align teams, and move from discovery into practical delivery.
Previous Project Clients
Best fits
Hire me when you need to…
- Clarify a messy service problem
- Align senior stakeholders around evidence
- Turn research into delivery decisions
- Design operating models, ownership, and handovers
- Lead service design across multiple squads
- Prepare for GDS or regulated-service delivery
Principles
You have to understand the user before you build.
We all think we know our users, but you don't really know until you do the research. I treat it as the foundation of the work. Skip it and rely on launch and learn, and you risk decisions that are expensive to reverse. In big, regulated, or complex organisations, research is less about being thorough for its own sake and more about reducing risk.
Insights have to lead to action.
Research is most useful when it informs a decision, not when it sits in a report. There isn't always a clean answer, and that's fine. What matters is making the trade-offs clear. The research I do is shaped by budget, time, purpose, and the decision it needs to support.
Understand the end-to-end.
Customers experience one service, even when a business is built from separate parts. People often hire you to design one thing for one team, then are surprised when you want to understand the wider business. So even when you are designing one piece, you need to understand the whole first. That is due diligence, and it is why I design across channels, teams, and handoffs.
Services have to work in real life.
A service can look right on paper and still fall over in operation. The work isn't done until it's in the hands of users, tested in pilots, and observed in real conditions, including how the handovers between teams and owners actually hold up.
Governance is a deliverable.
Ownership, escalation, and handovers shape a service as much as the screens or the process do. I treat governance as something to design and hand over, not an afterthought.