Design leadership for an underwriting workbench delivered across several parallel workstreams.

The underwriting workbench brought several workstreams, business requirements, and delivery teams into one programme. Each part could move independently, but the experience still had to work as one end-to-end journey for the underwriter.

A screen could work for one workstream and still create problems elsewhere if terminology, interaction patterns, or the handoff into the next stage changed across the product.

I led design across the programme, translating business and BA requirements into UX/UI designs and helping each workstream move without losing the wider journey.

I moved between workstreams, raised risks before they affected delivery, and brought design decisions back to the people who needed to make them. Clear communication and timing were as important as the interface work.

Shared patterns, recurring reviews, and an end-to-end view of the underwriting process gave individual design tasks a common frame. I kept decisions, rationale, and open questions visible so teams could resolve conflicting requirements and move through competing priorities without losing the shared direction.

The programme had a shared design direction across its workstreams and a more consistent end-to-end experience. The client extended my role several times and asked for additional design support.

The work reinforced that leading design across a large programme is mostly about keeping decisions, standards, and relationships between workstreams visible.

The next step would be a small, living record of the programme's core states, terms, and interaction patterns so new workstreams could align more quickly.