Joining the AI race, one FAQ at a time
10 August 2026
I've joined the TwentyThree Global Growth Collective as an associate, working alongside Bronwen, Claire and Charlotte. To say I’m pleased is an understatement!
I’ve been thinking a lot about growth. How it feels to grow, what that looks like from the outside, how we can help things along, and how we spot and steer clear of the pitfalls. How growth patterns play out within a person’s life, and how those same patterns show up in teams and organisations facing the same challenges at scale.
What we need to grow
Growth plans stall in two predictable ways. They're announced from the top and quietly fizzle out because nobody below was ever bought in, or they build from the ground up and hit a ceiling because nobody above ever sponsored them.
The TwentyThree vision excites me because our collective expertise bridges this gap. Between the founders and the associates, we cover strategy, regulation and market access from above, capability and practice from below, with the content and AI expertise to bring it all together.
As Bronwen puts it, most growth strategies need fewer moving parts and better decisions. And better decisions are almost never a matter of more information. They're a matter of whether the right people are talking to each other, whether anyone is willing to say the difficult thing, and how ready folks are to have the difficult thing be the start rather than the end of the conversation.
So that's what I bring to TwentyThree. At the strategy layer I help you ask the hard questions about your customer experience, and what needs to change to support your growth ambitions. At the execution layer I mentor and coach teams in the tools for clear thinking, clean collaboration and sound decision-making.
Basically, all the good shit I learned first as a journalist, then as a UX and product designer, not to mention the super fun times as a design system lead. And all the juice of my coaching practice.
Why growth feels so uncomfortable
Growth requires change; change is invariably messy and can feel alarmingly chaotic. In an environment where operations are expected to be organised, systematic and methodical, the lived experience of growth can be ridiculously stressful if you lose sight of the why, or have a faltering grip on the how.
What makes a growth initiative go the distance is clarity about what actually has to change, and a plan to support the people making the change, one good decision at a time. Great things happen when small groups of motivated people have the time, space and support to think out loud together.
If that sounds like what you need, let's talk.
