Stop negotiating the vision.
Start building it.
Nobody translate board direction into Product and Culture intent.
And it is your highest operational cost.
Market positioning, delivery, feasibility... all have clear ownership.
But product vision? Everyone owns it, so it gets debated instead of decided.
Companies compensate for this with complexity, extra roles, and headcount.
The result?
Product strategy by committee. Feature stacking. Disconnected customer experiences. Brand not translating into product and culture. Scaling friction. Transformation programmes that change slides more than reality.
Executive Design addresses the critical disconnect where strategic intent fragments as it moves from the boardroom into product brief and company culture.
While traditional Design management focuses on craft, Executive Design transforms Design into an Executive Function.
The 4-Level Transformation
The transformation operates across four interdependent levels:
Level 1: Design Team
Building influence. Move beyond craft to build a team capable of strategic leadership—selecting the right profiles to bridge the gap between business, engineering, and design.
Level 2: Ownership
Restoring accountability. Re-architect the relationship between Design, Product, and Project. By positioning Design to own Intent and restoring Project Management as a Neutral Orchestrator, we eliminate the friction of conflicting mandates.
Level 3: Process
Anchoring the North Star. Implement a hybrid workflow that combines the upstream rigour of Waterfall (to define clear direction) with the downstream flexibility of Agile (to execute efficiently).
Level 4: Culture
Solving transformation failure. Provide CEOs and HR with the tools to map organisational flow and friction. By treating employees as users and the company as a product, we make culture change tangible and actionable.
Executive Design is a Product & Culture Operating System
The Founder
I am a designer with a different view.
My background combines Industrial Design with Systems Engineering.
I use this perspective not only to build high-performance teams, but to make Design a discipline that improves the entire business.
Most see Design as a cost center. I see it as the ultimate lever for efficiency. My approach bridges the gap between engineering constraints and user value, delivering products that are leaner, but better.
McLaren Automotive: Established the UI vision across the portfolio. Still running 6 years later across multiple vehicle launches.
Lotus Cars: Founded the HMI function. Outperformed competitors using 1/20th of typical investment.