I help organizations create the conditions in which design can produce meaningful,
repeatable results. These playbooks capture how I approach five recurring leadership
challenges.
I work with leaders to clarify the outcomes design should influence, identify where
customer value and business value intersect, and translate that direction into
priorities teams can use. The playbook connects product vision, customer experience and
delivery execution through one explicit chain, so design stays tied to how the business
actually wins.
VALUE DRIVER MAP · VALUE HYPOTHESIS · VISUAL ROADMAP · HYPOTHESIS BRIEF · MEASUREMENT
PLAN · OUTCOME DASHBOARD · EXECUTIVE WORKSHOP
IN PRACTICE
EXAMPLE
At National Bank Independent Network, I connected the platform vision to the bank's
value drivers, then paired it with a standing research program, a usability testing
practice and analytics instrumentation so each release could be measured against the
outcomes that justified it.
RESULT
The evidence chain supported the case for $31M in platform investment over four
years and moved design from a request queue to a partner in investment decisions.
I define how design participates in product decisions: responsibilities, decision
rights, team structure, planning practices, quality reviews, and collaboration with
product and engineering. The playbook turns that into a repeatable system for
translating business strategy into customer value, investing in the capabilities with
the greatest leverage, managing risk before it becomes expensive, and measuring whether
the experience changes customer behaviour.
THE SEVEN CONNECTED ACTIVITIES
Business priorities → Product strategy → Capability investments → Experience direction
→ Delivery → Market activation → Measured results
WHAT THE PLAYBOOK COVERS
Value frame & direction
Agree how the digital experience creates value, then make strategy tangible through
a Visual Roadmap and UX architecture.
Capabilities & value streams
Score investments on a shared scorecard and organize four types of teams around
persistent sources of value.
Decision rights & lifecycle
An accountable leader for every decision, and a seven-step lifecycle from framing to
activation.
Validation & governance
Nine checkpoints that grow with exposure, and governance that creates a path to
quality rather than an approval queue.
Go-to-market & measurement
An activation plan for every meaningful release and a six-part scorecard interpreted
together.
Cadence, artifacts & 90 days
Forums that make decisions, thirteen living artifacts, a quarterly model review, and
a 90-day implementation.
OPERATING MODEL · DECISION-RIGHTS MAP · CAPABILITY PORTFOLIO · VALIDATION PLAN ·
ACTIVATION PLAN · PRODUCT SCORECARD
IN PRACTICE
EXAMPLE
At Scotiabank Global Banking & Markets, I mapped design activity to the
decisions the business needed to make, defined four value streams with their own
purpose, collaborators and validation question, and gave the triad explicit decision
rights for the derivatives platform modernization.
RESULT
UX moved from a service function into a core integrated discipline, and the design
system was formalized as a mandatory methodology across a 60+ person delivery
organization.
I build role clarity, career paths, coaching practices, and hiring systems that help
designers understand what strong performance looks like and how to progress. The
playbook starts with the outcomes the business must achieve and the capabilities
required, then builds the smallest team that can responsibly execute the strategy on a
foundation that can scale.
THE PEOPLE SYSTEM
Business value → Required capabilities → Clear roles → Effective teams → Strong
performance → Career growth → Leadership continuity
WHAT THE PLAYBOOK COVERS
Work before org chart
Assess eleven areas of design work, then make, develop, borrow, share, automate or
stop before hiring.
Lean foundation & scaling
Operating principles for a lean team, and ten organizational signals that should
trigger growth.
Roles & career architecture
Explicit role charters, equal management and IC paths, and seven levels defined by
scope and impact.
Performance & coaching
Outcome-based scorecards, one-to-ones, critique, work review, development planning
and sponsorship.
Hiring & onboarding
A fair, structured hiring system and a 30–60–90 onboarding model that ends in
ownership.
Cadence, health & continuity
A people cadence, a balanced team-health scorecard, transparent promotion, and
leadership succession.
CAPABILITY PLAN · ROLE CHARTERS · CAREER FRAMEWORK · ROLE SCORECARDS · HIRING RUBRIC ·
30–60–90 ONBOARDING · TEAM-HEALTH SCORECARD
IN PRACTICE
EXAMPLE
At National Bank Independent Network, I started from the capabilities the Compass
platform strategy required rather than a headcount target, hired for breadth first,
and gave designers durable ownership of the platform's value streams as the practice
moved from lean to embedded.
RESULT
The team grew from a single senior designer into a full product design and research
function, aligned internal and external teams on one product vision, and sustained a
validated roadmap across four years of investment.
I connect design systems, research, accessibility, content, and quality measurement so
teams can deliver coherent experiences without solving the same problems repeatedly. The
playbook treats quality as a system rather than a final review: research creates
reusable knowledge, architecture and design systems turn it into shared patterns,
delivery reviews protect their integrity, and measurement reveals whether the experience
works in the market.
EXPERIENCE QUALITY PLAN · QUALITY PROFILE · OPERATING-CONDITION MATRIX · PATTERN
CONTRIBUTION RECORD · EXCEPTION LOG · QUALITY SCORECARD
IN PRACTICE
EXAMPLE
On the Compass platform at National Bank Independent Network, I expanded the design
system into a UX architecture with a visible pattern lifecycle, embedded
accessibility and measurement requirements in every pattern definition, and set up
federated governance so product teams contributed evidence without a central
approval queue.
RESULT
New modules and third-party partners shipped into Compass against the same patterns
without re-solving shared journeys, and pattern effectiveness was measured through
the platform's usability testing process and product analytics, with alpha and beta
feedback feeding the pattern lifecycle.
I create a shared case for change, build alliances across functions, and sequence
improvements so teams can adopt new practices without interrupting delivery. The
playbook uses design's ability to make the future experience visible, so teams can see
what they are collectively trying to create and the operating model improves through the
work they are already delivering.
THE CHANGE MODEL
Customer evidence → Shared case for change → Future-state experience →
Cross-functional coalition → Sequenced adoption → Measured results
WHAT THE PLAYBOOK COVERS
When design leads & diagnosis
Eleven situations where design should lead, and a system diagnosis that separates
symptoms from causes before proposing a change.
Case for change & visible future
Five elements of a co-authored case, and seven direction-setting artifacts that make
the future experience visible.
Coalition & behaviours
Eleven coalition roles with complementary authority, constructive skeptics, and
observable behaviours with something removed for each.
Sequenced adoption
Five waves through live delivery, a minimum viable change, protected capacity, and
replace-rather-than-add.
Adoption & resistance
The adoption experience, a six-step adoption ladder, and eight types of resistance
with a leadership response for each.
Decision rights, measures & 90 days
Eleven change decisions with owners, a four-part scorecard, a change cadence, and a
90-day starting plan.
At Rangle, recurring delivery problems in the first week of client engagements
became the case for change. Rather than mandating a new requirements process, I ran
an innovation workshop with the strategists, designers, developers and delivery
leads closest to the problem, so the people who would use the new practice helped
design it, then prototyped it on live engagements.
RESULT
The result was the Clarity Canvas, a repeatable, outcome-led discovery process
adopted across multiple client engagements, which shifted discovery from
requirements collection to shared context and turned assumptions into a visible
research and delivery agenda.
Let’s talk about the system behind your design work.
These playbooks describe how I lead. If your organization needs design connected to
business value, an operating model that scales, a team that grows deliberately, quality
that repeats, or change that sticks, I would like to hear about it.