Role: VP Design | Impact: $100M division growth across four countries

Problem: Multiple simultaneous high-stakes challenges - design and product teams across four countries weren't collaborating effectively, hampering international growth and creating inconsistent user experiences. Mission-critical: deliver Single Touch Payroll 2 government mandate for Australian market (Xero's top product priority, with licence-to-operate risk if failed). Added complexity: support Planday acquisition integration (Xero's largest acquisition at the time) whilst navigating personal health challenge requiring careful crisis management and transition planning.

Approach: As member of divisional leadership team partering with the SVP Product and the VPs Product, Engineering and Marketing, rebuilt team coordination frameworks whilst identifying, hiring and developing exceptional leadership talent to ensure sustainable succession. Fostered existing talent that was present but not enabled. Established design operations for distributed teams, created systematic cross-cultural collaboration processes, led mission-critical compliance delivery for Australian payroll mandate.

Outcomes: 26% year-on-year revenue growth across non-accounting products, 20-40% subscriber growth in key product areas, successful Single Touch Payroll 2 rollout maintaining Xero's licence to operate (Payroll AU became top growth driver), design team repositioned as strategic partner to product leadership, scalable operations established across Australia, New Zealand, Denmark, UK, Planday acquisition successfully supported.

Result: sustained business growth whilst successfully navigating licence-critical compliance and international complexity.

Credits to my direct reports in the portfolio design leadership team who enabled and drove many of the examples listed below as part of our strategic efforts.