Services.

“I use design as a language, more than a discipline.”

Most people, when they hear "design", think of a discipline — a specific thing you make. My work sits somewhere else. It's the work that happens before and around whatever eventually gets made. Structuring a strategy so the whole team can see the same thing when they look up. Turning a complex idea into a picture the team can point at. Facilitating a room until the shape of what's really being said becomes visible.

Design is how I do that. Not because everything needs to look good — because clarity has a shape, and design is how you draw it.

Below is how I usually break down the work. Most engagements combine two or three of these. If none of them quite fit what you're carrying, that's still a conversation worth having.

  • Before anything gets made, someone has to sit with the mess for long enough to name it. This is where most of my engagements start — and honestly, it's the part I enjoy most.

    • Business model & strategy visualisation — turning a business idea, growth plan, or strategic shift into a single picture the team, board, or investors can point at. Especially useful for founders and leaders who can feel the shape of the strategy but can't yet draw it. See the full service.

    • Theory of Change facilitation — a structured workshop for teams trying to align on what they're actually trying to change in the world, and how their activities connect to it. Especially useful for NGOs, mission-driven organisations, and teams heading into planning cycles. See the full service.

    • Strategy diagnostic — a short engagement that reads an existing strategy or plan, finds where it's unclear or contradicts itself, and hands back a diagnosed picture. Useful when a team is stuck between planning and execution and can't tell why. Talk to me if this sounds like where you are.

    • Brand & portfolio audit — mapping a sprawling set of brands, products, or offerings into a clean structure with clear logic. Useful when a business has grown into three products, four audiences, and two markets, and no one can draw how it all fits anymore. Talk to me if this sounds like where you are.

    • Content architecture — shaping how a long-form piece (a report, a book, a proposal, a strategy document) is structured so it reads as one thing, not a stack of contributions. Usually done before any design begins. Talk to me if you have long-form work to shape.

  • Once the thinking is clear, it has to become something people can see, share, and use. Two specific formats where I turn clarity work into something visible:

    • Executive storytelling & high-stakes decks — designing the argument, hierarchy, and visuals of leadership presentations, board decks, and vision documents that need to land with a live audience. Designed to be spoken to, not read alone. See the full service.

    • Framework & playbook design — taking a methodology or way-of-working you already carry in your head and turning it into a shareable framework or playbook others can actually use. See the full service.

  • Clarity that never leaves the wall isn't clarity. The last stretch is where a lot of good work quietly stalls.

    • Change communications — designing how a strategic shift, restructure, or culture programme is communicated internally, so it actually lands with the people who have to live it. Talk to me if you're about to roll something out.

    • Delivery scaffolding — holding the shape of a complex project while multiple agencies, teams, or stakeholders execute their parts. Not project management in the task-tracking sense — more like keeping the structure of the whole thing intact so nothing drifts, breaks, or gets lost between contributors. Talk to me if you have a moving project that needs someone holding it together.

    • Operational process optimisation — redesigning an internal process, form, or workflow that's causing friction across teams. Usually a small, focused engagement with an outsized effect. Talk to me if there's a broken workflow slowing everyone down.

  • Sometimes what a team needs isn't a document — it's a room, a wall, and a neutral person holding the pen while the team talks its way to a shared picture.

    • Leadership team offsite design & facilitation — a full offsite built around a specific decision or shift the team needs to make, not a generic team-building event. Talk to me if you have one on the horizon.

    • Board or advisory day design — same idea, scoped for a board or advisory group. Talk to me if you have one on the horizon.

    • General workshop facilitation — beyond Theory of Change, facilitating structured sessions where a group needs to align, decide, or make something abstract concrete. Talk to me if you have a stuck conversation that needs a facilitator.