> Introduction
> Get In Touch
I’ve spent 30 years navigating the creative industry.
As a designer, creative business owner, Head of Design and everything in between. I’ve worked abroad and in the UK, and sold my first design business to a larger design organisation. What that accumulation of experience gives you is an understanding of an industry from multiple perspectives, and with differing motivations. How people feel when they are in the thick of it and under pressure to perform and deliver. Balancing family, career, purpose and ambition.
I can provide the kind of support that creative individuals or design led businesses needing direction, rarely get elsewhere. Support that is grounded in real experience rather than theory, and honest enough to tell you what you probably need to hear rather than what you might want to. No textbooks. No frameworks. Just direct conversation.
Would you like to have an introductory chat?
Happy to discuss what you think you might need support with and whether you feel I might be the right person to help. Just ping me some brief details and I’ll get straight back to you.
> Introduction
I’ve spent 30 years navigating the creative industry.
As a designer, creative business owner, Head of Design and everything in between. I’ve worked abroad and in the UK, and sold my first design business to a larger design organisation. What that accumulation of experience gives you is an understanding of an industry from multiple perspectives, and with differing motivations. How people feel when they are in the thick of it and under pressure to perform and deliver. Balancing family, career, purpose and ambition.
I can provide the kind of support that creative individuals or design led businesses needing direction, rarely get elsewhere. No textbooks. No frameworks. Just direct conversation.
> Get In Touch
Would you like to have an introductory chat?
Happy to discuss what you think you might need support with and whether you feel I might be the right person to help. Just ping me some brief details and I’ll get straight back to you.
> Mentoring Approaches
Creative careers rarely follow a straight line. Sometimes the next move isn’t obvious, the current one isn’t working, or you’ve arrived somewhere that looks like success but doesn’t quite feel like it.
What tends to help is an honest conversation with someone who’s navigated enough of it to recognise the patterns. Who can help you separate the noise from the signal. Who won’t tell you what you want to hear, but will tell you what you probably need to.
That might be about career direction, a specific decision you’re wrestling with, of the transition from doing to leading. Whatever it is, it starts with a conversation and builds from there at whatever pace suits you.
That’s what this is.

Creative careers rarely follow a straight line. Sometimes the next move isn’t obvious, the current one isn’t working, or you’ve arrived somewhere that looks like success but doesn’t quite feel like it.
What tends to help is an honest conversation with someone who’s navigated enough of it to recognise the patterns. Who can help you separate the noise from the signal. Who won’t tell you what you want to hear, but will tell you what you probably need to.
That might be about career direction, a specific decision you’re wrestling with, of the transition from doing to leading. Whatever it is, it starts with a conversation and builds from there at whatever pace suits you.
That’s what this is.


Creative careers rarely follow a straight line. Sometimes the next move isn’t obvious, the current one isn’t working, or you’ve arrived somewhere that looks like success but doesn’t quite feel like it.
What tends to help is an honest conversation with someone who’s navigated enough of it to recognise the patterns. Who can help you separate the noise from the signal. Who won’t tell you what you want to hear, but will tell you what you probably need to.
That might be about career direction, a specific decision you’re wrestling with, of the transition from doing to leading. Whatever it is, it starts with a conversation and builds from there at whatever pace suits you.
That’s what this is.

Creative careers rarely follow a straight line. Sometimes the next move isn’t obvious, the current one isn’t working, or you’ve arrived somewhere that looks like success but doesn’t quite feel like it.
What tends to help is an honest conversation with someone who’s navigated enough of it to recognise the patterns. Who can help you separate the noise from the signal. Who won’t tell you what you want to hear, but will tell you what you probably need to.
That might be about career direction, a specific decision you’re wrestling with, of the transition from doing to leading. Whatever it is, it starts with a conversation and builds from there at whatever pace suits you.
That’s what this is.
Running a small creative business is an act of perpetual optimism. The work is good. The clients are mostly good. But the business itself always seems to need more attention than the day has hours.
Most small creative businesses don’t flounder because they lack talent. They flounder because the skills that make someone a brilliant designer or creative director are not the same skills that make a business run well. That gap is normal. It’s also fixable.
I’ve built and run a small creative business. I know what the plates feel like when they’re spinning and when they’re wobbling. I can help you build the structure and habits that let the creative work breathe, without turning the business into something that feels corporate and joyless in the process.

Running a small creative business is an act of perpetual optimism. The work is good. The clients are mostly good. But the business itself always seems to need more attention than the day has hours.
Most small creative businesses don’t flounder because they lack talent. They flounder because the skills that make someone a brilliant designer or creative director are not the same skills that make a business run well. That gap is normal. It’s also fixable.
I’ve built and run a small creative business. I know what the plates feel like when they’re spinning and when they’re wobbling. I can help you build the structure and habits that let the creative work breathe, without turning the business into something that feels corporate and joyless in the process.


Running a small creative business is an act of perpetual optimism. The work is good. The clients are mostly good. But the business itself always seems to need more attention than the day has hours.
Most small creative businesses don’t flounder because they lack talent. They flounder because the skills that make someone a brilliant designer or creative director are not the same skills that make a business run well. That gap is normal.
It’s also fixable.
I’ve built and run a small creative business. I know what the plates feel like when they’re spinning and when they’re wobbling. I can help you build the structure and habits that let the creative work breathe, without turning the business into something that feels corporate and joyless in the process.

Running a small creative business is an act of perpetual optimism. The work is good. The clients are mostly good. But the business itself always seems to need more attention than the day has hours.
Most small creative businesses don’t flounder because they lack talent. They flounder because the skills that make someone a brilliant designer or creative director are not the same skills that make a business run well. That gap is normal.
It’s also fixable.
I’ve built and run a small creative business. I know what the plates feel like when they’re spinning and when they’re wobbling. I can help you build the structure and habits that let the creative work breathe, without turning the business into something that feels corporate and joyless in the process.
Being a creative team inside a larger organisation comes with a specific frustration. The talent is there, the work is there, but the gap between what the team could deliver and what the structure allows can feel impossibly wide.
That gap is usually less about creativity and more about communication. Between designers and the managers who lead them. Between ambition and expectation. Between what a design team needs to thrive and what a business understands about how to provide it.
I work with team leaders, managers and individual designers to help close that gap. Helping managers understand how creative minds work. Helping designers operate within a structure that doesn’t always speak their language. And helping both sides find a way of working together that actually works.

Being a creative team inside a larger organisation comes with a specific frustration. The talent is there, the work is there, but the gap between what the team could deliver and what the structure allows can feel impossibly wide.
That gap is usually less about creativity and more about communication. Between designers and the managers who lead them. Between ambition and expectation. Between what a design team needs to thrive and what a business understands about how to provide it.
I work with team leaders, managers and individual designers to help close that gap. Helping managers understand how creative minds work. Helping designers operate within a structure that doesn’t always speak their language. And helping both sides find a way of working together that actually works.


Being a creative team inside a larger organisation comes with a specific frustration. The talent is there, the work is there, but the gap between what the team could deliver and what the structure allows can feel impossibly wide.
That gap is usually less about creativity and more about communication. Between designers and the managers who lead them. Between ambition and expectation. Between what a design team needs to thrive and what a business understands about how to provide it.
I work with team leaders, managers and individual designers to help close that gap. Helping managers understand how creative minds work. Helping designers operate within a structure that doesn’t always speak their language. And helping both sides find a way of working together that actually works.

Being a creative team inside a larger organisation comes with a specific frustration. The talent is there, the work is there, but the gap between what the team could deliver and what the structure allows can feel impossibly wide.
That gap is usually less about creativity and more about communication. Between designers and the managers who lead them. Between ambition and expectation. Between what a design team needs to thrive and what a business understands about how to provide it.
I work with team leaders, managers and individual designers to help close that gap. Helping managers understand how creative minds work. Helping designers operate within a structure that doesn’t always speak their language. And helping both sides find a way of working together that actually works.
> Testimonials
> Frequently Asked Questions
Mostly the ones they haven’t been able to talk about with anyone else. Career direction, a decision they’re stuck on, the gap between where they are and where they thought they’d be by now. For businesses it tends to be structure, growth, the gap between creative ambition and operational reality. For teams it’s usually about communication, often between designers and the people who manage them.
It varies deliberately. Some people need regularity and structure – a monthly rhythm with a loose agenda. Others need an occasional sounding board when something specific comes up. We work out what suits you at the start and adjust as we go. There’s no homework unless it helps, no strict methodology, no predetermined framework. Just conversation, discussion and reflection with mechanisms to address issues in different ways to suit the individual or unique set of circumstances.
No. And that’s rather the point. This is professional conversation grounded in thirty years of real creative, industry, coalface experience, not a certified programme. If something comes up that genuinely needs a therapist, I’ll say so. Most of what people bring me doesn’t.
Enough to make it feel worthwhile to both of us. It varies depending on what’s needed and who’s asking. Not in an exploitative way, but in a way that understands that an individual financing it themselves may want more flexibility, whereas a business may want security and budgetary approvals. Each mentoring engagement is essentially a block of 10 hours to do with as we see fit and as circumstances dictate. That 10 hours can be split into 10 regular, hourly sessions or more usually into fewer but meatier sessions scheduled to suit times when conversations like these need to happen. Get in touch with a brief outline of what you’re looking for and we’ll have an honest conversation about what makes sense.