Veo provides AI-powered sports camera technology that records and analyses matches automatically. I built the team structures, research capabilities, and product vision that drive growth.
MY ROLE
Head of Design Leadership & headcount growth
Embedded UX Research strategy
Executive stakeholder management
RESULTS
Expanded design capacity from 4 to 12 specialists, including 3 dedicated UX researchers
Eliminating cross-team silos by structuring design around core customer lifecycle touchpoints
Established user research as a foundational input for executive roadmap decisions
My formation
Building a platform requires a cohesive, aligned team. I grew Veo’s design function from 4 to 12, embedding three UX Researchers across product squads. This structural shift enabled us to balance rapid execution with a holistic product vision across hardware, web, and mobile.
Aligning the bigger picture
High customer support ticket volume was obscuring priorities, especially during high season. I mapped the core customer journey covering the critical first week experience, from purchase and unboxing to pitchside setup and video sharing.
By ingesting support ticket data against the lifecycle using AI, I identified operational friction points, refocused engineering priorities, and brought systemic order to flows.
This was critical to allow discussions to be around experiences, making issues blameless.
Crafting a vision
Rapid feature growth had created a disconnected product experience. I stepped in to architect a unified platform vision, anchored by a multi brand design system. To shift the organisation from intuitive guessing to data informed strategy, I built out Veo’s first dedicated research capability.
Mapping of teams
Delivering a cohesive platform required breaking down silos and mapping how our various products interconnected. Where teams lacked design coverage, I championed design's business impact to secure additional headcount ensuring every core user journey received dedicated design support.
Structuring for Ownership
Fragmented silos were directly degrading the user experience. I reorganized the design team into three domain focus areas: Content Consumption, Administration, and Hardware. Giving designers end-to-end ownership within these pillars simplified team goals, removed friction, and delivered a unified, high quality product portfolio.
