Partnered with global brands including Dyson, HSBC, GSK & Accenture to design and transform customer and employee experiences at scale.

I design connected experiences the systems, journeys, and mechanisms that shape how customers and employees feel, behave, and stay loyal. My work blends experience strategy, service design, innovation, and transformation, bridging the worlds of customer and employee experience into one coherent operating model.

Across 15+ years, I’ve partnered with global brands including Dyson, HSBC, GSK, O2 Telefónica and Accenture, leading work that reimagined journeys, redesigned services, and built new experience-led ways of working. My sweet spot is solving fragmentation: connecting frontstage and backstage, culture and customer promise, digital and human touchpoints.

I’ve redesigned Dyson’s global EVP and experience system; built innovation incubators at HSBC and GSK; and helped O2 Telefónica become both #1 in mobile customer satisfaction and a Great Place to Work, proving that customer and employee experience rise together when the system behind them is coherent. I’ve led cross-functional journey redesign, prototyped new service experiences, shaped new operating models, and built capability programmes that shift teams from project thinking to experience-led delivery.

Organisations bring me in when they want to break out of service sameness, design experiences people actually feel, and turn strategy into something tangible. My approach is direct and practical: I challenge assumptions, connect the dots others miss, and help teams design experiences that move metrics and meaning.

What drives me is simple: building experiences with coherence where brand, behaviour, and experience finally align, and where the people using the system can feel the difference.

Danny Seals

I have a bit of time on my hands so I am thinking of creating a video course…

Something that’s low overwhelm, value and outcome drive and probably below £100 

What do you lovely folks want and need let me know below

People & Culture Strategy | HR Transformation | People Product

I have a bit of time on my hands I am thinking of create a video course. What would you want?

Most organisations are leaking revenue 
they just call it employee experience.
Most organisations don't see it that way yet… they will.

Every broken handoff, every opaque promotion process, every onboarding that lands like lead balloon all revenue leaks slowly drip by drip all compounding and causing rot in your foundations 

Then things start to break high performers leave, cohorts go through your onboarding and disengage before they have even delivered on their first year of value

Eventually you becomes second or third to your competitors

That's experience leak is debt and most organisations are carrying more of it than they realise.

The best CPOs and CHROs I’ve worked with are the one who have a open mind to stop seeing experience as just some nice to have instead want to ended it into their strategy through compounding value streams that compound returns


Here's what that shift looks like in practice:

1. Map the macro, meso and micro

Find where experience compounds, most px teams operate in silo at a micro level on 
individual moments and isolated touchpoints. Senior leaders need to see the full picture where do experience failures create the biggest drag on performance, retention and growth? 
Where is the transformation happening on the business and the people in it That's where your strategy starts so identify the value chains and design for compounding value.

2. Make experience legible in business language.

Engagement scores don't move executives, revenue loss does spend extra time in tanslating experience into cost, retention, performance and competitive advantage. When you can show that a broken offboarding process is costing then 100s of thousands in lost rehires and damaged client relationships, you're not advocating for experience anymore. You're presenting a solvable business problem.

3. Own the economic narrative before someone else does.

If you can't quantify the cost of broken experience, finance will and they won't frame it in your favour they are special creators and we love them but narrative crafting needs work especially when something like experience that isn’t just black or white building the case study will protect you from having one built against you and also help in th transformation form cost center to value creator

Experience strategy is a set of decisions about where experience matters, where it doesn't, and what you're willing to stop doing.

The leaders who get this right won't just have better engagement scores. They'll have a competitive advantage that's genuinely hard to replicate remember you can put all the bell and whistles on a EVP design but if its nit lived experiece your leak will turn into a flood.


Ps finance folks if your reading this, I actually enjoy working with you 🤗

Contact Energy Ltd

Senior Organisational Development Advisor 

Advisor OD

Customer facing touchpoint for HR queries, from onboarding to exit. Strong organisational & process skills, as well as a working knowledge of the Employment Relations Act, Holidays Act and other related legislation.

People Experience Coordinator 

Wellington Airport

This role focused on Learning and Development, I specialised in streamlining the induction and onboarding process, developing learning experiences for new employees.  Additionally, I worked alongside the IT team on small projects and workshops. This role sharpened my skills in project management, team collaboration, and the development of targeted learning initiatives that support both individual growth and organisational objectives.

People and Culture Learning and Development Coordinator

People and Culture Business Support

Administration Assistant

surreal bar restaurant

In this dynamic role, which seamlessly blended the responsibilities of a Duty Manager and Office Manager, I was instrumental in steering the operational excellence of our team. I managed the payroll and accounts, ensuring the financial health and compliance of our small team. 

This position demanded a high degree of versatility, leadership, and meticulous attention to detail, equipping me with a comprehensive skill set that spans financial management, event planning, and operational administration.

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The Battle

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