- The problem
- Nurses on the pilot ward had learned to silence the monitor before they had finished reading it. Nine alarms in ten were false, and the one that mattered arrived in exactly the same red as the nine that did not.
- What was made
- A confidence model pushed all the way to the surface. Every reading carries the sensor’s own certainty, the display degrades honestly when a lead is loose, and a triage board ranks patients by how much the system trusts what it is seeing rather than by raw threshold.
- The outcome
- Alarm volume down 61% across the pilot ward. Median time to escalation for genuine deterioration fell from nine minutes to four. Cleared class IIa review with no interface findings raised.
Four things worth showing
2024 — 2026- The problem
- Investigators filed suspicious activity reports from a tool that could not show where any of its own numbers came from. Every claim had to be re-derived by hand before anyone was willing to sign it.
- What was made
- A casework surface where each figure is a link back to the transaction that produced it, a provenance rail that stays visible while you write, and a narrative builder that assembles the report as the investigation happens instead of afterwards.
- The outcome
- Median case turnaround down from eleven days to six. A regulator sampling 400 filed reports found zero unsupported assertions.
- The problem
- Forty thousand containers a year were routed out of a spreadsheet that three people understood, and those three could never take leave in the same week.
- What was made
- A fleet console organised around exceptions rather than inventory. The screen stays empty until something needs a human, and when it does it says exactly what, exactly why, and exactly what happens if nobody acts.
- The outcome
- Training a new dispatcher went from six weeks to four days. Missed collection windows fell 34% in the first quarter after rollout.
- The problem
- Four teams held four definitions of “active user” and four dashboards that quietly disagreed. Every leadership meeting opened with an argument about whose number was correct.
- What was made
- A metric layer where definitions are first-class objects in the interface, a single charting component set with agreed defaults for scale and colour, and a front-end rebuild that makes a slow query visible instead of invisible.
- The outcome
- One definition per metric across 38 dashboards. Median dashboard load dropped from 4.2s to 0.9s. The argument stopped.
Three things I keep coming back to
Evidence over assertion
Every number on a screen should be able to say where it came from. If it cannot, it does not ship.
The interface is the argument
Layout is a claim about what matters. I would rather make that claim deliberately than by accident.
Boring where it counts
Novelty belongs in the parts nobody has to trust at three in the morning.
What happens after the first call
Find the decision
We identify the consequential choice the interface must support, the evidence available at that moment, and the cost of being wrong. That becomes the brief.
Model the real states
Happy paths are the easy part. I prototype missing data, disagreement, partial permissions, delayed systems, irreversible actions, and the exact moment a human must take over.
Ship the smallest complete loop
Design, content and front-end move together until one end-to-end workflow works in production. The system grows from evidence, not from a component inventory made in advance.
Built alongside the people who carry the risk.
I work directly with product, engineering, operations and domain experts. One active engagement at a time keeps the decision trail short and the shipped work close to the people who own it.