Taking on the role of managing director has certainly been a shift, but in many ways, it’s been less about sudden change and more about stepping into something that was already evolving.
Our founding director, Sue Manley, and design director, Guy Warren, had gradually taken a step back from day-to-day work so the transition has felt like a natural progression rather than a sharp handover. And that was our plan for a long time. With them shifting to advisory roles where needed, it’s given me the space to grow into the operational side of things.
And that’s probably been the biggest personal change. Learning how to run a business while still staying connected to the work we do. It’s been a steep learning curve, but a positive one.
At the same time, the team has really stepped up.
Our senior designers have all moved confidently into more client-facing roles and are leading with real assurance. It’s been important to me to give them the space to do that, because they’re more than capable. That shift in responsibility has strengthened the team and created a real sense of ownership across our projects.
We’ve seen that growth at every level. Our graphic designers are already taking ownership of projects, which has been great to see.
Alongside that, we’ve put more structure around mentoring and one-to-ones, particularly between the senior team and our junior colleagues. It’s helping people build confidence, develop skills and feel supported as they grow.
There’s definitely been an internal shift this year. More responsibility, more ownership, and a stronger sense of progression across the team. It’s like we’re moving collaboratively into the new era.
Of course, with that comes its challenges.
Like many businesses, we’ve had to think carefully about resources. Maintaining the same level of output with a slightly leaner team means everyone has had to be flexible, stepping into different roles and supporting each other where needed. It’s pushed us to work smarter, communicate more clearly and rely on each other more as a team.
We’re now actively seeking to bring new talent into the business. Wayfinding isn’t something you study in a traditional sense, so we bring people in from related disciplines like graphic design, product design and architecture, and help them learn on the job. We’re also exploring apprenticeships as a way to introduce people to what is still quite a niche part of the industry, which feels like a really positive step.
When I look back on the year, I feel incredibly positive about where we are. And whilst it’s something we’ve been building up to, I’m amazed 12 months have already passed!
We’ve maintained strong relationships with our clients, continued to win new work, and delivered some really exciting projects. One of the standout moments has been securing a major healthcare project with Guy’s and St Thomas’ NHS Foundation Trust, building on previous work in the sector. We’re also continuing our work with Bruntwood, alongside projects like YorkHouse and Pall Mall with Hawkins\Brown, which we’re really excited about.
So, while it’s been a year of change, it’s also been a year of growth.
We’ve stepped forward as a team, taken on new challenges, and built a stronger foundation for what comes next. And that puts us in a great position for the year ahead.
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