Fifteen years owning digital experiences end to end

I started with a philosophy Masters at Durham, which turns out to be excellent training for digital work: years of asking "what is this actually claiming, and does the structure hold?" My first paid words were written in Taiwan, where I spent four years training corporate teams in Germany and Taipei and publishing travel journalism on the side. Then an agency copywriting desk in Taipei, another in the UK, and in 2013 the move that set the direction: IG Markets in London.

I spent five years at IG owning the digital experience of a global fintech trading platform across London, Melbourne and Singapore, under FCA and ASIC regulation, and led two major website upgrades from discovery through launch. That's where I learned the shape of the work I still do: regulated products, real money, no tolerance for vague.

Then a run of government and defence delivery that taught me how to ship under constraint. UX writing for the Service Victoria app used by millions. Turning around a failing procurement-site merger at Versa by restructuring the work around the critical path and running one-week sprints. Restructuring the public product experience of BAE Systems Australia, a $1.1 billion defence organisation, while managing vendors, budgets and the internal CMS team. And owning land.vic.gov.au end to end for the Victorian Government: two complex sites merged into one platform, discovery through launch, shipped to a mandated 30 June deadline through the first covid lockdowns.

Then ANZ, for nearly five years. Senior content strategist across credit cards, personal and commercial lending, and personalisation, working the Adobe Experience Manager, Adobe Analytics and HotJar stack: information architecture, plain-language product content, and a live A/B testing discipline that moved real numbers. Two of those numbers are on the work page with full context. Later, as Content Strategy Chapter Lead, I ran a team of 12 with seven direct reports, introduced the four-phase operating model the chapter standardised on, and led the structured adoption of generative AI with technology, risk, legal and data: 50% faster production, zero compliance incidents, and an estimated $8.5m to $10.7m portfolio contribution across FY24 to FY25.

In December 2025, ANZ made my role redundant in a broad restructure. What happened next is the best evidence on this site. In six months I designed and shipped two production AI systems for a Melbourne agency, including a fully autonomous agent publishing across 21 clients. I wrote, designed and published a 441-page book. I founded Rankline, an early-stage venture I run outside my employed work. On a blank brief for Origin Energy's electrification hub, I did the groundwork on WordPress and aligned 20+ stakeholders, proved an AI-first build with an 80 to 90% publishable 23-page mockup for executives, then created web pages from scratch using generative AI for the first time and published a number of them, Origin's first AI-generated web pages. And I landed the digital experience leadership role I'd been building towards. LinkedIn has the specifics.

The redundancy also confirmed the thesis this site is built on. Watching how discovery actually works now made it obvious: every digital experience has three readers, and almost nobody is building for the third. I'd rather be early on that than comfortable.

Project Management Professional (PMP), Project Management Institute. Agile Project Management and AI for Project Management, Australian Institute of Management. ANZ's full Lead@ANZ leadership programme. PRINCE2 and ITIL 4 scheduled for late 2026.

Platforms owned in production: Adobe Experience Manager · WordPress · Squiz · Adobe Analytics · HotJar · an experimentation discipline across A/B, multivariate and personalisation.