Company
Duration
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Product Design
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Strategy
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Process
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People
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UX
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Research
Websites & Apps
Moved to Gibraltar to head up a transformation of the product design team as Head of UX.
Role: Head of UX, leading a multi-year transformation of product design across web and app experiences, including team structure, process, and quality.
Key Impact
Failing sportsbook turnaround
A new big change Sportsbook was launched just prior to my joining as Head of UX. There were many obvious flaws in design patterns and poor UX decisions. Initially the performance numbers jumped on launch, despite lots of poor feedback from customers. So no immediate changes were made.
After a few months the churn increased significantly, taking a product with moderate growth into declining customer numbers. The hypothesis was that users were spending their balances before leaving the platform.
I instigated a rapid action plan, fixing the easy targets quickly. Working directly with the Chairman of the business the changes were prioritised and implemented within three months.
After 3 months the leaky bucket was plugged and further improvements led to a return to growth within the next quarter. With William Hill being a billion dollar business the turn around was significantly important.
Additionally further impact was brought with improvements to player sign-up, adding £50M+ to the bottom line within the first 12 months.
Role
At William Hill I was recruited into the Head of UX role to fix a range of issues, including team cohesion, siloed ways of working, very poor UX quality and to fix a failed major product launch.
I tackled these challenges over the first 12-18 months, and completed an integration of a 3rd party business into William Hills design team. I also created a new design process and brought in research and user testing and scaled the team to match the needs of the business.
Experience and visual design
New brand roll-out and consistency
Experience frameworks across verticals
User testing practice bi-weekly cadence
Design sprint process
Responsive & app product
Northstar development
Consistent header and brand alignment work across products
Other work
Across vertical collaboration (Silo breaking)
Process development including weekly user testing
Delivery speed increased
Team skilled-up and scaled-up
Integrated Grand Parade acquisition
Team
Added 10 members to the design team
Managed 30 people, including the front-end team
Reorganised the team moving them into a squad model
Outcome
Led a UX-driven turnaround of a failing sportsbook, returning the platform to growth and contributing $50M+ in bottom-line impact within the first year.
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