At a Glance
Building a Design Practice at ieso
Growing from ieso’s first designer into a team of nine, while staying close to the work.
I joined ieso as its first designer and helped build a practice spanning Product, Brand, UX Research and Service Design. I hired and led the team, introduced critique and shared ways of working, and brought design into earlier product and strategy conversations while continuing to design.
Role
UX/UI Designer → Design Director
Focus
Design leadership, team building, ways of working
Worked with
Executive Leadership, Product, Engineering, Clinical, AI
When
2017–2026 · Team growth: 2020–2024
At a Glance
Building a Design Practice at ieso
Growing from ieso’s first designer into a team of nine, while staying close to the work.
I joined ieso as its first designer and helped build a practice spanning Product, Brand, UX Research and Service Design. I hired and led the team, introduced critique and shared ways of working, and brought design into earlier product and strategy conversations while continuing to design.
Role
UX/UI Designer → Design Director
Focus
Design leadership, team building, ways of working
Worked with
Executive Leadership, Product, Engineering, Clinical, AI
When
2017–2026 · Team growth: 2020–2024
At a Glance
Building a Design Practice at ieso
Growing from ieso’s first designer into a team of nine, while staying close to the work.
I joined ieso as its first designer and helped build a practice spanning Product, Brand, UX Research and Service Design. I hired and led the team, introduced critique and shared ways of working, and brought design into earlier product and strategy conversations while continuing to design.
Role
UX/UI Designer → Design Director
Focus
Design leadership, team building, ways of working
Worked with
Executive Leadership, Product, Engineering, Clinical, AI
When
2017–2026 · Team growth: 2020–2024
At a Glance
Building a Design Practice at ieso
Growing from ieso’s first designer into a team of nine, while staying close to the work.
I joined ieso as its first designer and helped build a practice spanning Product, Brand, UX Research and Service Design. I hired and led the team, introduced critique and shared ways of working, and brought design into earlier product and strategy conversations while continuing to design.
Role
UX/UI Designer → Design Director
Focus
Design leadership, team building, ways of working
Worked with
Executive Leadership, Product, Engineering, Clinical, AI
When
2017–2026 · Team growth: 2020–2024
At a Glance
Building a Design Practice at ieso
Growing from ieso’s first designer into a team of nine, while staying close to the work.
I joined ieso as its first designer and helped build a practice spanning Product, Brand, UX Research and Service Design. I hired and led the team, introduced critique and shared ways of working, and brought design into earlier product and strategy conversations while continuing to design.
Role
UX/UI Designer → Design Director
Focus
Design leadership, team building, ways of working
Worked with
Executive Leadership, Product, Engineering, Clinical, AI
When
2017–2026 · Team growth: 2020–2024
The Challenge
Build the design capability ieso needed, and involve it before product decisions had already been made.
For Designers
A shared practice — principles, critique and feedback — rather than working alone.
For Product Teams
Design in discovery and decision-making, not only in delivery.
For ieso
Product, service and brand work did not have consistent design and research input, making quality harder to maintain as ieso grew.
My Contribution
Built and led a multidisciplinary practice spanning Product, Brand, UX Research and Service Design, growing to nine at its peak.
Introduced shared principles, regular critique and clearer feedback between designers and product teams.
Led three cross-functional squads through problem definition, success metrics and rapid experimentation.
Stayed hands-on across product and brand work while leading the growing practice.
The Impact
Design Involved from the Start
Design became part of major initiatives during discovery and planning, not only delivery.
Multidisciplinary Capability Built
A team of nine brought Product, Brand, UX Research and Service Design into one practice.
Collaboration That Lasted
Working with Clinical, AI, Product and Engineering became normal practice and outlasted the team structure.
Design Represented at the Top
Design contributed to product strategy, board discussions and investor conversations.
The Challenge
Build the design capability ieso needed, and involve it before product decisions had already been made.
For Designers
A shared practice — principles, critique and feedback — rather than working alone.
For Product Teams
Design in discovery and decision-making, not only in delivery.
For ieso
Product, service and brand work did not have consistent design and research input, making quality harder to maintain as ieso grew.
My Contribution
Built and led a multidisciplinary practice spanning Product, Brand, UX Research and Service Design, growing to nine at its peak.
Introduced shared principles, regular critique and clearer feedback between designers and product teams.
Led three cross-functional squads through problem definition, success metrics and rapid experimentation.
Stayed hands-on across product and brand work while leading the growing practice.
The Impact
Design Involved from the Start
Design became part of major initiatives during discovery and planning, not only delivery.
Multidisciplinary Capability Built
A team of nine brought Product, Brand, UX Research and Service Design into one practice.
Collaboration That Lasted
Working with Clinical, AI, Product and Engineering became normal practice and outlasted the team structure.
Design Represented at the Top
Design contributed to product strategy, board discussions and investor conversations.
The Challenge
Build the design capability ieso needed, and involve it before product decisions had already been made.
For Designers
A shared practice — principles, critique and feedback — rather than working alone.
For Product Teams
Design in discovery and decision-making, not only in delivery.
For ieso
Product, service and brand work did not have consistent design and research input, making quality harder to maintain as ieso grew.
My Contribution
Built and led a multidisciplinary practice spanning Product, Brand, UX Research and Service Design, growing to nine at its peak.
Introduced shared principles, regular critique and clearer feedback between designers and product teams.
Led three cross-functional squads through problem definition, success metrics and rapid experimentation.
Stayed hands-on across product and brand work while leading the growing practice.
The Impact
Design Involved from the Start
Design became part of major initiatives during discovery and planning, not only delivery.
Multidisciplinary Capability Built
A team of nine brought Product, Brand, UX Research and Service Design into one practice.
Collaboration That Lasted
Working with Clinical, AI, Product and Engineering became normal practice and outlasted the team structure.
Design Represented at the Top
Design contributed to product strategy, board discussions and investor conversations.
The Challenge
Build the design capability ieso needed, and involve it before product decisions had already been made.
For Designers
A shared practice — principles, critique and feedback — rather than working alone.
For Product Teams
Design in discovery and decision-making, not only in delivery.
For ieso
Product, service and brand work did not have consistent design and research input, making quality harder to maintain as ieso grew.
My Contribution
Built and led a multidisciplinary practice spanning Product, Brand, UX Research and Service Design, growing to nine at its peak.
Introduced shared principles, regular critique and clearer feedback between designers and product teams.
Led three cross-functional squads through problem definition, success metrics and rapid experimentation.
Stayed hands-on across product and brand work while leading the growing practice.
The Impact
Design Involved from the Start
Design became part of major initiatives during discovery and planning, not only delivery.
Multidisciplinary Capability Built
A team of nine brought Product, Brand, UX Research and Service Design into one practice.
Collaboration That Lasted
Working with Clinical, AI, Product and Engineering became normal practice and outlasted the team structure.
Design Represented at the Top
Design contributed to product strategy, board discussions and investor conversations.
The Challenge
Build the design capability ieso needed, and involve it before product decisions had already been made.
For Designers
A shared practice — principles, critique and feedback — rather than working alone.
For Product Teams
Design in discovery and decision-making, not only in delivery.
For ieso
Product, service and brand work did not have consistent design and research input, making quality harder to maintain as ieso grew.
My Contribution
Built and led a multidisciplinary practice spanning Product, Brand, UX Research and Service Design, growing to nine at its peak.
Introduced shared principles, regular critique and clearer feedback between designers and product teams.
Led three cross-functional squads through problem definition, success metrics and rapid experimentation.
Stayed hands-on across product and brand work while leading the growing practice.
The Impact
Design Involved from the Start
Design became part of major initiatives during discovery and planning, not only delivery.
Multidisciplinary Capability Built
A team of nine brought Product, Brand, UX Research and Service Design into one practice.
Collaboration That Lasted
Working with Clinical, AI, Product and Engineering became normal practice and outlasted the team structure.
Design Represented at the Top
Design contributed to product strategy, board discussions and investor conversations.
From One Designer to a Shared Practice
Building the team, habits and working relationships that made design part of how ieso shaped and delivered products.
1
Establishing Design
Starting as ieso’s first designer, I used research and hands-on project work to show how design could improve decisions—not only interfaces.
2
Building a Multidisciplinary Team
Hired and structured a team of nine across Product, Brand, UX Research and Service Design.
3
Creating a Shared Practice
Made critique, shared principles and closer feedback with Product and Engineering part of everyday work.
4
Bringing Design into Bigger Decisions
Contributed to product, brand and marketing strategy, as well as board and investor conversations.
From One Designer to a Shared Practice
Building the team, habits and working relationships that made design part of how ieso shaped and delivered products.
1
Establishing Design
Starting as ieso’s first designer, I used research and hands-on project work to show how design could improve decisions—not only interfaces.
2
Building a Multidisciplinary Team
Hired and structured a team of nine across Product, Brand, UX Research and Service Design.
3
Creating a Shared Practice
Made critique, shared principles and closer feedback with Product and Engineering part of everyday work.
4
Bringing Design into Bigger Decisions
Contributed to product, brand and marketing strategy, as well as board and investor conversations.
From One Designer to a Shared Practice
Building the team, habits and working relationships that made design part of how ieso shaped and delivered products.
1
Establishing Design
Starting as ieso’s first designer, I used research and hands-on project work to show how design could improve decisions—not only interfaces.
2
Building a Multidisciplinary Team
Hired and structured a team of nine across Product, Brand, UX Research and Service Design.
3
Creating a Shared Practice
Made critique, shared principles and closer feedback with Product and Engineering part of everyday work.
4
Bringing Design into Bigger Decisions
Contributed to product, brand and marketing strategy, as well as board and investor conversations.
From One Designer to a Shared Practice
Building the team, habits and working relationships that made design part of how ieso shaped and delivered products.
1
Establishing Design
Starting as ieso’s first designer, I used research and hands-on project work to show how design could improve decisions—not only interfaces.
2
Building a Multidisciplinary Team
Hired and structured a team of nine across Product, Brand, UX Research and Service Design.
3
Creating a Shared Practice
Made critique, shared principles and closer feedback with Product and Engineering part of everyday work.
4
Bringing Design into Bigger Decisions
Contributed to product, brand and marketing strategy, as well as board and investor conversations.
From One Designer to a Shared Practice
Building the team, habits and working relationships that made design part of how ieso shaped and delivered products.
1
Establishing Design
Starting as ieso’s first designer, I used research and hands-on project work to show how design could improve decisions—not only interfaces.
2
Building a Multidisciplinary Team
Hired and structured a team of nine across Product, Brand, UX Research and Service Design.
3
Creating a Shared Practice
Made critique, shared principles and closer feedback with Product and Engineering part of everyday work.
4
Bringing Design into Bigger Decisions
Contributed to product, brand and marketing strategy, as well as board and investor conversations.
The Lasting Impact
Company-wide restructuring later reduced the size of the design team. What mattered was that design did not return to being an afterthought: the relationships, critique and cross-functional ways of working continued, and design remained involved in product and brand decisions.
Building the team taught me that design maturity is not only measured by headcount. The more lasting work was creating the trust, habits and shared standards that kept design useful and influential as the organisation changed.
The Lasting Impact
Company-wide restructuring later reduced the size of the design team. What mattered was that design did not return to being an afterthought: the relationships, critique and cross-functional ways of working continued, and design remained involved in product and brand decisions.
Building the team taught me that design maturity is not only measured by headcount. The more lasting work was creating the trust, habits and shared standards that kept design useful and influential as the organisation changed.
