Understanding your customers' world so that you can see the next change coming.
Habits, technology and culture keep moving what customers expect, and AI is moving it fastest. I map that wider world so you can respond while it's still your choice.
I design the experience customers and employees want, and the organisation that can deliver it.
Tell me the situation Line of visibility
A service that works as well in real life as it does on the journey map.
Customers trust it and your people are proud to deliver it, because what customers experience and what happens behind the scenes are designed together.
Teams that can change direction without waiting for the next restructure.
I help you build capabilities that last: the structure and skills to adapt and deliver faster, and AI that helps people think and work together rather than only cutting cost.
The brief is usually the surface of the work
Over the years, I’ve worked with many companies trying to bring about change, and the original brief or problem has rarely been the real challenge. What started as a CX or AI problem often turned out to be about how the organisation was built, and whether the people in it could do their best work.
That’s why I look at a service from more than one side: the world customers bring with them, the experience itself, and the organisation that delivers it. Systems thinking shows me how those pieces connect, and psychology keeps the focus on people, both customers and employees.
More about me Watch one problem change shape through four lenses
Each circle is one lens. Where they meet is where the work happens.
Worked with
Director-level at frog (Capgemini Invent), where I grew the UK service design practice and established the organisational design capability. Now independent, and fractional Head of Knowledge and Future Skills at Wormhole. Strongest in energy and utilities, the public sector, financial services and large enterprise transformation.
- Standard Chartered Bank Financial services
- Centrica Energy
- OVO Energy
- NESO Energy system operator
- IKEA Retail
- Visa Payments
- Sanofi Pharmaceuticals
- BT Telecommunications
- Ocado Retail technology
- HP Technology
- World Health Organisation Public health
Where to start reading
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What actually makes a group smart together
Part 1 of 3 · Collective intelligence and AI The dominant story of AI is individual augmentation. But collective intelligence, the emergent capability that arises from social interaction between people, requires something different and may be at risk of being designed away.
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From passive maps to active models: Introducing the Universal Service Graph
Service ecosystems Org charts show who manages whom and quietly discard everything else. The Universal Service Graph models a service and its organisation as a connected graph, so the impact of a change can be traced before it is made.
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Service design needs to evolve. Here’s where I think it should go.
Service ecosystems Service design has spent fifteen years refining rather than reinventing itself. Four places I think it needs to go next, from closer work with strategy and risk teams to looking past needs towards human flourishing.
Start with the situation
You don’t need a brief to get in touch. Just describe what isn’t working as you see it, and we can work it out together.