Employment history.

IAG is Australia and New Zealand's largest general insurer. I lead research and proposition work on strategic initiatives, shaping new value propositions and improving existing services across the organisation.

• Coach and lead 6 service and UI designers across concurrent strategic workstreams, working cross-functionally with product, pricing, data and behavioural science teams.
• Own the Home Health Check proposition across four years from concept, a restructure-driven pause, full revival, and a planned 2026 commercial launch.
• Rebuilt the Home Health Check information architecture from the ground up after an employee trial proved the original expert-led structure wrong for homeowners, defining the report proposition and a content model spanning dozens of property attributes.
• Designed and launched NRMA Home Loans on nrma.com.au: ran a discrete choice study into home loan feature appeal, translated the findings into content and UX requirements, and led integration of Tiimely's lending platform under the NRMA brand.
• Directed the customer evidence behind continue, pivot or stop decisions on strategic investments, including the market sizing and differentiation assessment behind the decision not to re-enter the Queensland Compulsory Third Party (CTP) insurance market.
• Scoped research across strategic initiatives, spanning quantitative surveys, discrete choice modelling, qualitative depth interviews and behavioural-science collaboration, each scoped to inform a specific executive go/no-go decision.
• Designed the problem-canvas framework for IAG's response to the 2024 Parliamentary Inquiry into insurer claims handling, mapping seven persistent customer themes to root causes and solution spaces.

VMLY&R is a global brand and customer experience agency within WPP. I led service design and experience strategy engagements for enterprise clients.

• Cut average case age from 35 to 8 days on Ford's aftersales support, parts turnaround from 21 to 3 days, diagnosis from 5 days to 1, inbound interactions from 3.6 to 0.9 per case, and case-management cost by 32%. Customer satisfaction rose from 3.2 to 4.5.
• Delivered those results by service-blueprinting coordination failures across five Ford entities, redesigning the process around a proactive case-management model, and piloting it in Australia, Thailand and South Africa. Model adopted into case management across multiple markets.
• Developed value propositions from a broad concept set, each with its own experiment roadmap, progressing or discontinuing each on field evidence gathered with vehicle owners.
• Ran a ticketed 4WD driving course pilot across three markets, now a flagship offering in South Africa, and an accessories-hire pilot that was discontinued after testing despite positive demand signals. Several workstreams continued inside Ford beyond the engagement.
• Led UX strategy for Crown Sydney's 2019 digital launch and defined the personalisation framework, built on a four-stage visitor-identification model (anonymous, recognised, identified, segmented) for a data-rich but siloed organisation.
• Designed the full-site information architecture and UX across both releases, from discovery and content canvases through wireframes to the booking-engine flow.

ABN AMRO is one of the Netherlands' largest banks. I worked in the Commercial Banking digital team's value proposition squad, shaping new digital propositions for SME clients.

• Cut support-call volume 86% on a single high-cost driver. Jobs To Be Done research showed missing status notifications on international payments were generating roughly €1.2m a year in avoidable calls, and a targeted internet banking notification fixed it.
• Introduced Jobs To Be Done to the Commercial Banking digital team and ran qualitative and quantitative research with SME entrepreneurs into how they manage payment obligations, mapping the full payment journey.
• Translated the findings into design briefs and a roadmap of internet banking improvements.
• Ran a week-long design sprint with the Infinitec startup on a next-generation internet banking environment for SME commercial clients, including a cash-flow dashboard. Input to the subsequent contract negotiation produced an equal-risk joint venture between ABN AMRO and Infinitec, with development commencing.
• Designed and facilitated a strategy sprint that funnelled 151 raw entrepreneur tasks and transactions down to four candidate marketplaces, with three streams carried into a lean validation taskforce.
• Led the Digital Services stream, running lean experiments ahead of build commitment. The stream was discontinued after two sprints and the programme was closed when the projected ROI did not justify a bank-owned platform.