I design less than I used to. That's probably a good thing.

I started with spaces, not screens

I originally studied Architectural Engineering.

Architecture taught me to think about people moving through systems. Where they hesitate, what they notice, what feels intuitive and how many small decisions combine to create an overall experience.

Instead of physical spaces, I was designing digital ones.

From designing products to enabling teams

I spent the early part of my career close to the craft, researching, sketching, prototyping and designing experiences across web, mobile and connected products.

Over time, the problems I became most interested in changed.

I found myself asking:

Why does one design team consistently make better decisions than another?

Why are designers treated as strategic partners in some organisations and as production support in others?

What allows good design to scale beyond one talented designer?

Those questions gradually pulled me into design leadership.

What I do now

Today my work sits across design strategy, people leadership and organisational design capability.

I lead and coach designers, establish experience direction, build research and design practices, improve design systems and governance, and work closely with Product, Engineering and business leadership on complex product decisions.

Over the past year, I have also worked as a fractional design leader and consultant across transformation programmes with organisations including Deloitte and Devoteam.

My recent work includes leading design on a digital banking programme in Egypt and AI transformation initiatives across Saudi government services.

I enjoy entering complicated environments where the problem is not simply:

How I lead

Start with the problem, not the screen

I push teams to understand what they are solving before opening Figma. That means questioning requirements, bringing Design into discovery earlier and using research, flows and evidence to shape the direction.

Give people ownership

I do not want every decision to come back to me. I look for where designers are strongest, give them meaningful ownership and create the support they need to grow into bigger responsibilities.

Create enough structure to make good work repeatable

Design reviews, clear decision paths, system ownership and shared ways of working should make a team more effective, not slower. I introduce structure where it removes ambiguity and leave it out where it becomes process for its own sake.

Connect Design to the wider product

I work closely with Product, Engineering, Business, Research, Compliance and other teams so design decisions make sense beyond an individual journey. The goal is not just a better interface. It is a more coherent product and stronger decision making around it.

The thread through my career

I've worked across consumer technology, content platforms, fintech, digital banking, government services and AI enabled products, with organisations including Samsung, Mawdoo3, Pennylane, Deloitte and Devoteam.

The products changed.
The scale changed.
My role changed.

But the thing I've remained interested in is essentially the same:

making complicated things clearer for people.

Sometimes that means a better product.
Increasingly, it means a better team.

Path

Roles

Outside work

Outside work, I'm a mother of two, still interested in spaces and interiors, and usually have some kind of side project or idea in progress.

I like working with teams that are curious, opinionated, willing to challenge assumptions and comfortable saying “we don't know yet.”

If that sounds familiar, let's talk.