Imagine better.

Ask what an idea needs to become something the world loves.

My job as a service designer is to imagine better. Always.

Client: Publicis Sapient

Scope: NEOM is the world’s largest construction project and plans to build world class infrastructure, attractions, and experience are well underway. The reason people will want to visit NEOM is the primary concern of the tourism team.

Objective: Provide the tourism leadership team with capabilities that support the vision for NEOM balancing requirements for technology, policy, and infrastructure into a compelling concept for innovative experience.

Systems Thinking

Challenge: Experience providers in tourism have a data problem. They can't get it quickly or use it confidently. During an experience is where they struggle to act on data accurately to meet the expectations of visitors.

Solution: We developed a system that allows the performance of different types of experience providers to consistently uphold NEOM design and experience values.

Client: Accenture Applied Intelligence

Scope: The CFO of a global CPG (Conagra Brands) aims to transform the accuracy of supply chain decisions with a Machine Learning solution.

Objective: Influence a diverse group of stakeholders and employees that a supply chain op-model centred on accuracy using machine learning and data science is the best direction for growth and sustainability.

AI and ML Adoption

Challenge: Leaders must introduce change in a human centred way, but when new ideas threaten roles, concerns are legitimate and must be addressed even when a solution is yet to be understood or defined.

Solution: How might we (ConAgra) alleviate fears when considering the options and opportunities that exist with machine learning and Ai?

Client: Travis Perkins

Scope: Travis Perkins aimed to invest £350M in renewable energy products, aligning with Net-Zero legislation.

Objective: Lead a discovery project that addresses executive and investor questions on Net-Zero impacts, risks, strengths and opportunities.

003. Service concepts

Team: SERCO Experience Lab

Challenge: Senior executives have an innovation challenge. When they are required to join human-centred tasks, they may revert to making business-centred choices if their roles and responsibilities are not well defined.

Solution: How might we (SERCO) create a journey for leaders at Travis Perkins that unleashes their creativity and expertise?

  • Leaders need more than inspiration, they need tools. The Founder’s Journey helped Travis Perkins’ executives articulate their vision as actionable concepts, moving from abstract ideas to tangible outcomes.

  • Improvisation isn’t guesswork, it’s adapting with intent. I coach designers to listen deeply, experiment with confidence, and embrace failure as learning. It’s like jazz: structured enough to guide but flexible enough to innovate.

  • People value what they co-create. The IKEA Effect was real, when leaders shaped the design, their investment and alignment deepened, making even small wins feel personal and significant.

  • Constraints are focus tools, not limits. By aligning creativity with executive priorities, we created solutions that were ambitious yet realistic, bridging vision with feasibility.

Client: C.I.C.A

Scope: The Criminal Injury Compensation Authority sought a strategy overhaul to meet government standards for applicant and employee experiences.

Objective: Lead the executive team in a user-centred approach to design a digital business strategy that improves applicant and employee experiences while achieving business performance goals.

004. Transformation

Team: UK Ministry of Justice

Challenge: UK Government GDS and GSS standards provide clarity on how to approach user issues, but don’t directly advise on how to apply those principles to solve wider issues.

Solution: How might we (CICA) apply the holistic values of GDS and GSS standards to understand the business, employee and applicant issues and develop a digital strategy that focuses on them?

  • Operational change starts with empathy. At CICA, we mapped workflows to uncover pain points and designed solutions that balanced employee capacity with applicant needs, ensuring buy-in from all sides.

  • Empathy turns pain points into progress. By understanding employee challenges, we designed workflows that reduced stress and improved efficiency, making both the work and outcomes better.

  • Sometimes it’s like tuning an instrument. Adjusting one string improves others, but maintaining harmony requires constant attention. Leaders develop this “ear” over time, recognising which small changes lead to systemic improvement.

  • Service design connects the dots between processes and people. At CICA, it wasn’t just about redesigning workflows—it was about empowering employees and improving the applicant experience simultaneously.

Client: Medical Defence Union

Scope: The 150-year old indemnity provider is quickly losing market share to agile, low-cost alternatives and must rethink its propositions.

Objective: Challenge executives to reimagine the op-model and membership proposition using insights, prototypes, and values.

005. CX propositions

Team: MDU Product Marketing

Challenge: When heritage brands view their processes as adding to their value they’ve lost sight of their customer needs. Competition requires leaders consider perspectives that can be difficult to accept.

Solution:How might we facilitate a shift in thinking driven by examples of customer needs and improvements to journeys, propositions, and capabilities?

  • Proximity to customers. At MDU, we used direct interviews, VoC data, and journey mapping to understand what mattered most. The closer you get, the clearer the picture.

  • Simplicity isn’t about removing complexity—it’s about making it effortless. We designed propositions where every interaction delivered meaningful value without overwhelming members with options or details.

  • FIGS inspired us with its aspirational storytelling and simplicity. We adapted their approach, focusing on building community and reshaping MDU’s proposition to align with members’ goals, not just their immediate needs.

  • Service design ensures CX works beyond the surface. At MDU, we redesigned not just the touch-points but the systems and culture supporting them, creating a more sustainable, member-centric experience.

Client: EDF Energy UK

Scope: Pressure to exit the UK residential energy market are driven by unsustainable operating costs exceeding of £90M leading to a project to define improvements based on strict self-service goals.

Objective: Create an improved experience and proposition for UK customers within a limited operational cost threshold.

006. Self-service design

Team: EDF Residential Accelerator

Challenge: When the cost of operations is no longer sustainable an exit or drastic change is likely. At EDF the alternatives are hard to define by analysis of existing processes due to complexity.

Solution: How might we understand the root causes for high operational cost and develop and test and alternative?

  • Trust benefits from predictability. At EDF, we ensured users could resolve issues easily, with help always an option. A seamless fallback builds confidence in self-service over time.

  • Simplicity ensures users return. We created solutions that mirrored natural behaviours, like problem-solving step-by-step, ensuring the self-service journey felt intuitive and rewarding.

  • By keeping it human. We added layers of support and communication, showing users they weren’t alone—even when the system worked perfectly on its own.

  • Self-service isn’t about cost-cutting; it’s about empowerment. Industries can learn to make users feel confident, valued, and capable, turning self-service into a tool for trust-building and loyalty.