Product Design · Enterprise Platforms · Data & AI
I turn complex enterprise platforms into products people understand, trust and use.
I lead global product design organisations across strategy, platform experience, design systems, AI-enabled delivery and measurable customer outcomes.
- 01Product Design Vision
- 02Enterprise Platforms
- 03Data & AI Experiences
- 04Design Systems
- 05Global Design Leadership
- 06Accessibility by Design
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
Design Leadership Scorecard
Evidence of scale, product outcomes and enterprise design impact.
- 5×
growth
Helped scale NAB's design capability from 60 to 250 designers in 24 months.
- $40m+
Enterprise product portfolio accountability
- 80%
Reduction in design-to-build cycle time (Elevate)
- $9m+
Cost avoidance through platform reuse
- 60%
Reduction in critical accessibility defects
- 1.5m
Customers migrated on EDGE white-label platform
- 10
Priority Apple markets and 500+ retail stores
- 8+
Industry design awards across shipped products
- 18%
Quarterly growth in nabtrade monthly active users
Case studies
Selected product and platform work
Enterprise product design leadership: from experience vision to shipped platform.
Challenge
Product teams across the bank were rebuilding the same patterns independently, fragmenting the customer experience, slowing delivery and undermining accessibility and platform coherence.
Approach
Set an enterprise experience direction anchored in a token-based system, embedded WCAG 2.2 AA go/no-go controls into delivery, and integrated Figma MCP, Cursor and Copilot into governed design-to-development workflows, with a contribution model that kept product teams fast.
Impact
- 80% reduction in design-to-build cycle time
- $9M+ cost avoidance, ~168% two-year ROI on $3M investment
- 60% reduction in critical accessibility defects
- 25% reduction in rework across squads
- Adopted across product squads and domains bank-wide
Design tokensStorybookFigma MCPCursorCopilotWCAG 2.2 AA
Challenge
Migrate 1.5m customers off a legacy platform without eroding trust, 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 with continuity of trust
- Reusable white-label platform live for Kogan and Qantas
- WORLD Design Awards 2026: Gold; Good Design Award: Best in Class
- Global Illumi Award 2025
Research opsMulti-brand design systemMobile-first product design
Challenge
A fragmented, ageing trading experience across three surfaces was slowing investor decisions and holding back adoption in a regulated data-heavy product.
Approach
Led user research and information architecture across investor workflows, unified login and navigation, and partnered with engineering and data providers (TradingCentral, Morningstar, LSEG) through a progressive beta.
Impact
- Three platform surfaces unified into one investor experience
- Unified login and navigation shipped
- TradingCentral · Morningstar · LSEG integrated
- 8× CANSTAR awards for online share trading
Investor researchIA for complex dataStaged beta release
Challenge
Design a trustworthy, low-friction authorisation experience for a first-of-kind, regulator-mandated payments flow spanning bank, merchants and industry 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
Service designConsent UXCross-industry stakeholders
Challenge
Executives lacked a shared, evidence-based way to assess AI readiness across workforce, governance and adaptive capacity before sequencing AI investment.
Approach
Translated a multi-dimensional maturity model into a credible executive product experience, scoring readiness across four dimensions and three organisational signals, weighted by function and level.
Impact
- 4 readiness dimensions, 3 organisational signals
- Function- and level-weighted scoring
- Adopted as an executive instrument for AI investment sequencing
Executive product UXMaturity modellingPrototyping
Challenge
Design-led innovation was happening without an operating model, prioritisation discipline or a clear path from experiment to funded product.
Approach
Built the workflows, systems and investment gates that moved experimentation from concept to funded initiative, embedding early agentic AI capability directly into the operating model.
Impact
- $20m+ portfolio under governed operating model
- Formal investment and prioritisation gates in place
- Agentic AI capability embedded into delivery
- Experimentation converted into funded product outcomes
Operating model designPortfolio governanceAgentic AI
Challenge
Hold one 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.
Impact
- $150m+ AUD P&L accountability
- Top 10 global markets, 500+ Apple retail stores
- 250-person distributed team across five regions
- Three consecutive contract renewals
Global design operationsDistributed teamsRetail experience
Approach
How I lead product design
Design leadership at enterprise scale: a clear experience direction, the right organisation around the product, and evidence connecting design decisions to business performance.
Set a clear experience direction
Translate business and technology strategy into an experience vision that gives product teams a practical basis for prioritisation and decision-making.
Design the organisation around the product
Build the right mix of product design, research, content, service design, accessibility and design-system capability around the portfolio.
Connect design and engineering
Bring designers, engineers, product leaders and architects together early enough to shape the product rather than decorate decisions already made.
Use evidence to move decisions
Combine customer research, behavioural data, usability evidence and commercial context to make product choices clearer.
Scale through systems and standards
Use shared components, interaction patterns, governance and design principles to create coherence without slowing product teams.
Measure design as business performance
Track adoption, task success, quality, accessibility, speed, cost and commercial impact, not design activity.
About
Delivery leadership, built on evidence.
Melbourne, Australia
Glenn Mogford
A product design executive for complex enterprise platforms: leading where technology is sophisticated, the operating environment is regulated and customer trust matters.
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 $150M+ AUD 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.
My focus now sits at the intersection of product design, enterprise platforms, data and AI, building organisations and experiences that make sophisticated products easier to understand, trust and adopt. I advise One Arrow Capital on technology investment and AI-enabled operating models, and I'm completing MIT coursework in Applied Generative AI and Organisational Design.
Credentials
- Master of Business (Marketing), Monash University
- MIT Applied Generative AI
- MIT Organisational Design
- AICD Associate Member
- ICF Associate Certified Coach
- Graduate Fellow, FINSIA/CISI