In 2018, I joined RSA, a global insurance leader that includes brands like MoreThan, as Interim Head of Design and UX. The Digital Design team was navigating a key period of transition and restructuring, alongside a multi-year transformation project. My role was to guide the team through this critical phase, scale its capacity, and ensure a strong foundation for sustainable success.

Guiding Transformation and Scaling the Team

With the business undergoing significant change, the demand for the team’s design expertise grew rapidly. I took charge of steering the team through this transitional period, maintaining focus on delivering high-quality work while preparing for the future. To meet increasing demands, I led a fast-paced recruitment drive, hiring and onboarding a talented group of designers. I ensured they integrated seamlessly and began contributing quickly, while maintaining the team’s established high standards.

Alongside scaling the team, I worked to optimise operational workflows and fostered collaboration across the team and wider business. This approach ensured the team remained resilient and productive, even amidst the pressures of transformation.

Building Team Strength and Refining Culture

Stepping into an established team, I built on the strong foundations laid by my predecessor, while adapting processes and culture to meet the evolving needs of the business. I refined key practices, such as one-to-one meetings, performance reviews, and regular design critiques, to create more tailored support for individual growth and collective success.

By balancing continuity with innovation, I reinforced the team’s confidence and alignment with RSA’s strategic objectives. These efforts helped to sustain a thriving and motivated team, ensuring they were well-prepared to meet the challenges of transformation.

Developing a Brand-Agnostic Design System

Recognising the need for a unified approach to design across RSA’s multiple brands, I worked closely with senior members of the team to build the business case for a formalised design system. This system was designed to be brand-agnostic, capable of supporting RSA’s portfolio while reflecting the latest requirements of the transformation project.

Our work highlighted how the design system could streamline processes, reduce duplication, and elevate the quality of user experiences across all digital products. By advocating for this forward-looking initiative, we established a scalable framework that positioned RSA to deliver consistent, high-impact design well into the future.

Supporting Long-Term Leadership

One of my final responsibilities was recruiting and onboarding a permanent Head of Design to lead the team into its next phase. Once this person was in place, I stayed on to mentor and coach them, ensuring they had the support and insight needed to succeed. This smooth transition maintained momentum on key projects while setting up the team for long-term success.

During this time, I also shared my experience in interim leadership by contributing an article to Clearleft’s Leading Design publication. The piece explored my approach to navigating high-pressure leadership roles and resonated with the design community, further solidifying RSA’s reputation as a hub of innovative design thinking.

Through strategic scaling, cultural refinement, and a focus on long-term sustainability, I helped RSA’s Digital Design team navigate a complex period of transformation. By strengthening the team, collaborating on initiatives like the brand-agnostic design system, and ensuring smooth leadership succession, I left the organization in a strong position to continue delivering exceptional design across its brands.