Product Design Leadership · Enterprise Platforms · Data & AI

I lead product design for complex enterprise platforms that must scale safely, clearly and profitably.

I build global design organisations, platform strategies and design-to-engineering systems that make complex data, AI and regulated technology understandable, trustworthy and usable.

View selected work Explore leadership impact

01Product Strategy & Vision
02Enterprise Platforms
03Data & AI Experiences
04Design Systems
05Global Design Leadership
06Governance & Trust

Product design leadership experience across

Apple
NAB
Citi
WPP
Xero
Ogilvy

Function: 60-person design & digital technology org
Portfolio: $40M+ enterprise product portfolio
Discipline: Product design, systems, research, AI
Scale: Global, regulated, enterprise platforms

Scorecard

Scale, outcomes and commercial impact

Selected measures across organisational leadership, product performance, delivery and commercial value.

60
60-person design and digital technology function
Direct leadership scope.
$40M+
Enterprise portfolio
Portfolio accountability.
80%
Faster design-to-build cycles
Delivery performance.
$9M+
Cost avoidance
Finance validated.
1.5M
Customers migrated
Migration scale.
18%
Quarterly growth in nabtrade monthly active users
Product analytics.
10
Priority global markets
Global remit.
500+
Apple retail stores supported
Global remit.
60%
Reduction in critical accessibility defects
Accessibility governance.

Product thesis

Design principles for complex data and AI products

My approach combines human-centred interaction principles with modular design-system architecture, helping teams make sophisticated technology understandable, trustworthy and scalable.

Make complex relationships understandable
Reflect users' mental models and make the relationships between data, decisions, dependencies and outcomes clear.
Reveal complexity progressively
Show the right level of detail at the right moment, allowing people to move from simple orientation to deeper analysis without unnecessary cognitive load.
Make system status and evidence visible
People should understand what the system is doing, why an outcome occurred and what happens next, especially where data or AI informs a decision.
Design for prevention, recovery and human control
Reduce avoidable errors, support clear recovery paths and preserve accountable human judgement where decisions carry customer, operational or regulatory consequences.
Encode quality into reusable systems
Turn interaction principles into governed components, patterns and design tokens so usability, accessibility and consistency scale across products, platforms and teams.
Design for trust, not just task completion
Make permissions, data use, confidence, limitations and consequences clear so people can judge when to rely on the product and when to intervene.

Informed by established human-centred design principles, usability heuristics and modular design-system architecture.

Case studies

Selected product and platform work

Enterprise product design leadership: from strategy and platform vision to shipped product.

Featured enterprise product design work

Elevate design system: governed tokens and components across NAB.
01Design Systems · Platform Strategy · AI-Enabled Delivery
Built a token-based enterprise design system and design-to-engineering operating model used across 12+ squads and six domains, reducing design-to-build time by 80%, rework by 25% and avoiding more than $9M in cost.
Outcome
80% faster design-to-build cycles
Outcome
25% reduction in rework
Outcome
$9M+ cost avoidance, finance-confirmed
Design tokensStorybookFigma MCPCursorCopilotWCAG 2.2 AA
Challenge
Fragmented patterns, duplicated components and inconsistent implementation were slowing delivery and increasing risk across digital products.
Approach
As executive leader for NAB's design-systems capability, I set Elevate's experience strategy, secured investment, established the operating model and governed adoption across product domains. A specialist design and engineering team developed the token architecture, component library and supporting tooling under this direction. Connected Figma, Storybook, design tokens, Figma MCP, Cursor and Copilot to support faster design-to-engineering workflows, while retaining human review and existing governance controls.
Impact
80% faster design-to-build cycles
25% reduction in rework
$9M+ cost avoidance, finance-confirmed
12+ squads across six domains
60% reduction in critical accessibility defects
Key decisions
Chose design tokens as the shared source of truth rather than creating another static component library.
Introduced contribution governance without centralising every product decision.
Embedded accessibility into release controls rather than relying on post-build audits.
Connected design and code tooling while retaining human review and engineering accountability.
AI-assisted design-to-engineering
We treated AI-assisted design-to-engineering as a deliberate operating practice, not a tooling experiment. Using Figma's MCP integration, Cursor and GitHub Copilot, the design and engineering teams generated component scaffolding, token updates and documentation from design files, which shortened the design-to-code handoff across the 12+ squads. Human review and existing governance controls remained in place to preserve quality and accountability.
nabtrade: data-rich trading experience across desktop and mobile.
02Complex Data UX · Product Redesign · Customer Confidence
Redesigned a data-rich investment platform serving customers with different levels of financial knowledge, contributing to 18% quarterly growth in monthly active users, a 10 to 20 percentage-point improvement in priority-task completion and a 25 to 35% reduction in task time.
Outcome
18% quarterly growth in monthly active users
Outcome
10 to 20pp improvement in priority-task completion
Outcome
25 to 35% reduction in task time
Investor researchProgressive disclosureIA for complex dataStaged beta
Challenge
The central design challenge was not presenting more data. It was helping customers understand what mattered, act with confidence and recover quickly when information became complex.
Approach
Led the product-design direction, with research and information architecture shaping priority investor journeys. Applied progressive disclosure and clear hierarchy across devices, unified login and navigation, and partnered with engineering and data providers through a staged beta.
Impact
18% quarterly growth in monthly active users
10 to 20pp improvement in priority-task completion
25 to 35% reduction in task time
Desktop, tablet and mobile experiences unified
Trading Central, Morningstar and LSEG data integrated
Recognition: 8x CANSTAR awards for online share trading
Key decisions
Prioritised investor decisions over feature-category navigation.
Used progressive disclosure to support novice and experienced investors.
Unified core navigation before attempting complete feature parity.
Used staged beta releases rather than a single large migration.
AI readiness: executive decision surface for governed AI.
03AI Strategy · Decision Support · Operating Model
Created a structured diagnostic for assessing AI readiness across strategy, governance, operating model, capability and adoption. The diagnostic was adopted within the design function to assess readiness, identify capability gaps and sequence AI investment and adoption priorities.
Outcome
Adopted within the design function as a structured AI readiness assessment.
Outcome
Helped identify capability, governance and operating-model gaps.
Outcome
Supported the prioritisation and sequencing of AI use cases, investment and adoption activity.
Executive decision supportOperating model designMaturity modellingAdoption planning
Challenge
Leaders lacked a shared, evidence-based way to assess AI readiness across strategy, workforce, use cases, oversight and governance before committing AI-enabled investment.
Approach
Built a proprietary diagnostic that connected strategy, governance, operating model, capability and adoption into a single executive view. Applied it within the design function to identify capability gaps, prioritise use cases and sequence investment, and connected AI ambition to workforce design, decision rights, governance and responsible adoption.
Metadata
Product status
Proprietary diagnostic and operating model design
Primary users
Design leadership and AI leads
Decision supported
Sequencing AI investment and adoption
Scope
Strategy, governance, operating model, capability and adoption
Evidence
Internal design adoption
Impact
Adopted within the design function as a structured AI readiness assessment.
Helped identify capability, governance and operating-model gaps.
Supported the prioritisation and sequencing of AI use cases, investment and adoption activity.

Additional selected work

EDGE white-label loyalty platform: multi-brand, one product core.
04Platform Redesign · Multi-Brand Product
Led design and delivery for NAB's acquisition of Citibank's Australian loyalty portfolio, a white-label product platform that migrated 1.5m customers and now underpins loyalty experiences for Kogan and Qantas.
Outcome
$40m+ programme delivered
Outcome
1.5m customers migrated without material customer disruption
Outcome
Reusable white-label platform live for Kogan and Qantas
Research opsMulti-brand design systemMobile-first product design
Challenge
Migrate 1.5m customers off a legacy platform with service continuity, while designing a reusable multi-brand product foundation that could scale to further partners.
Approach
Grounded the redesign in 18 months of continuous customer research, built a modular pattern library engineered for brand extensibility, and partnered with product, engineering, risk and vendor teams through staged regulated release.
Impact
$40m+ programme delivered
1.5m customers migrated without material customer disruption
Reusable white-label platform live for Kogan and Qantas
WORLD Design Awards 2026: Gold; Good Design Award: Best in Class
Global Illumi Award 2025
Key decisions
Separated reusable core journeys from brand expression.
Preserved customer trust signals during the legacy-platform migration.
Used continuous research throughout the 18-month program.
Treated white-labelling as product architecture rather than visual reskinning.
PayTo: real-world consent and authorisation in context.
05Payments Platform · Consent Experience
Led experience design for NAB's implementation of PayTo, the New Payments Platform service modernising account-to-account payments and providing a digital alternative to traditional direct debit. Designed the payer authorisation flow across bank, merchant and industry surfaces.
Outcome
40% reduction in onboarding failure
Outcome
Live with Amazon.com.au, Plenti and Banked
Outcome
Best SME Payments Innovation 2025
Service designConsent UXCross-industry stakeholders
Challenge
Design a trustworthy, low-friction authorisation experience for a first-of-kind payments flow spanning bank, merchants and industry-wide payments infrastructure.
Approach
Partnered across product, engineering, risk and merchant integration to shape payer authorisation, balancing usability against fraud, consent and compliance obligations.
Impact
40% reduction in onboarding failure
Live with Amazon.com.au, Plenti and Banked
Best SME Payments Innovation 2025
Big-4 first mover on PayTo
Apple iPhone 11 Pro: global launch across 10 priority markets.
06Global Design Delivery · Retail Experience · Operating Scale
Led the global operating model responsible for translating Apple's product and retail experience standards across 10 priority markets and more than 500 stores. As Global Managing Director on WPP's Apple account, held nine-figure P&L accountability for a 250-person distributed team across the US, Japan, India, Australia and Europe delivering in-store digital experiences, retail interaction standards, launch journeys, localisation rules and digital asset systems.
Outcome
Nine-figure global account P&L accountability
Outcome
Top 10 global markets, 500+ Apple retail stores supported
Outcome
250-person distributed team across five regions
Global design operationsDistributed teamsRetail experience
Challenge
Maintain a coherent premium experience across 10 markets, multiple languages and 500+ stores on a fixed launch date, with no tolerance for inconsistency.
Approach
Set a single global experience standard with clear market and channel adaptations, ran the distributed operating model spanning Cupertino, offshore capability in India and regional hubs, and held commercial and P&L accountability across the account. Covered in-store digital experiences, retail interaction standards, launch journeys, localisation rules, global-to-local experience governance, digital asset systems and customer education.
Impact
Nine-figure global account P&L accountability
Top 10 global markets, 500+ Apple retail stores supported
250-person distributed team across five regions
Three consecutive contract renewals

Approach

How I lead product design

Six principles that shape how I lead design across enterprise, data and AI platforms.

Set a clear experience direction
Translate business, customer and technology strategy into a coherent product and platform experience.
Build leaders, not dependency
Create clear accountability, strong discipline leadership and decision-making close to the work.
Treat design and engineering as one system
Align design systems, front-end architecture, tooling and delivery measures to improve quality and speed.
Stay close to users and product detail
Use research, behavioural data and direct product review to challenge assumptions and improve decisions.
Design trust into AI and data products
Make data use, automation, confidence and limitations understandable, controllable and accountable.
Measure the outcomes that matter
Connect customer value, adoption, product quality, delivery performance and commercial impact.

Organisation leadership

Building the organisation behind the products

I build design functions that can operate at enterprise scale, not only teams that produce strong work. I also invest in the people inside those functions: mentoring design leaders, retaining talent and creating the psychological safety that lets teams take creative risks and deliver under pressure.

At NAB, I led a 60-person design and digital technology function and helped establish the leadership, capability and delivery structures that supported the broader design organisation's growth from approximately 60 to 250 designers over 24 months.

Focus areas

Leadership structure and decision rights
Discipline leadership
Mentoring and growing design leaders
Talent retention and psychological safety
Capability and career pathways
Design, product and engineering partnership
Research governance
Accessibility governance
Design-system adoption
Executive portfolio prioritisation
Measurable customer and delivery outcomes

Operating model

01Executive direction
02Design leadership
03Product domains
04Shared platform capabilities
05Engineering delivery

About

Design leadership for products where complexity and trust matter.

Melbourne, Australia

Glenn Mogford

I lead at the intersection of product design, engineering and enterprise change, building the teams and systems required to turn sophisticated technology into trusted products.

At NAB, I led a 60-person design and digital technology function and a $40M+ portfolio spanning enterprise platforms, design systems, accessibility, digital servicing and customer experience. The work included redesigning major banking platforms, establishing new design capabilities and improving how design and engineering delivered together.

Elevate, NAB's enterprise design system, reduced design-to-build cycle time by 80%, cut rework and avoided more than $9M in cost. Across other platforms, my teams improved task completion, reduced usability defects and simplified high-friction customer journeys.

Previously, as Global Managing Director on WPP's Apple account, I held nine-figure global account P&L accountability for distributed teams supporting 10 priority markets and more than 500 retail stores. That experience shaped how I lead across product ecosystems: set a clear experience direction, build reusable capabilities and align global execution without losing local relevance.

More recently, my work has extended into AI and organisation design, including building a proprietary AI readiness diagnostic adopted within the design function, and contributing to governance and board-level advisory through the Australian Institute of Company Directors.

Credentials

Executive education, postgraduate study and professional credentials spanning AI, enterprise product design, accessibility, organisation design, governance and commercial leadership.

Executive Education

MIT Applied Generative AI (Executive Program)
MIT Organisational Design (Executive Program)

Professional Certifications

IBM Enterprise Design Thinking PractitionerIssued June 2023
How To Design for Accessibility: for UX Designers (WCAG 2.2) – UdemyIssued October 2023

Governance & Leadership

Australian Institute of Company Directors (AAICD), Governance & Risk, Strategy, Finance

Postgraduate Education

Master of Business (MBA), Monash University

Contact

Building a global design organisation or complex data and AI platform?

Let's discuss the product, operating-model and leadership challenge.

Start a conversation LinkedInMelbourne, Australia

I lead product design for complex enterprise platforms that must scale safely, clearly and profitably.

Scale, outcomes and commercial impact

Design principles for complex data and AI products

Make complex relationships understandable

Reveal complexity progressively

Make system status and evidence visible

Design for prevention, recovery and human control

Encode quality into reusable systems

Design for trust, not just task completion

Selected product and platform work

Elevate: turning design infrastructure into enterprise delivery leverage.

nabtrade: designing decision confidence into a data-rich platform.

AI readiness: helping executives sequence investment before scaling adoption.

EDGE: one platform, multiple brands, coherent experience.

PayTo: designing consent for a national payments capability.

Apple Global Retail and Digital Experience.

How I lead product design

Set a clear experience direction

Build leaders, not dependency

Treat design and engineering as one system

Stay close to users and product detail

Design trust into AI and data products

Measure the outcomes that matter