Scaling Design Delivery
How I turned an overloaded EMEA design team into a coordinated function that shipped 10+ launches in up to 20 languages, without hiring its way out.
A team that couldn’t scale by working harder
Campaigns, CRM, and web platforms across multiple game franchises, localized in 7 to 20 languages per launch. Demand grew with the business; the operating model hadn’t evolved to match.
The constraints were structural, not capacity: fragmented workflows, routine production leaning on scarce development resources, every campaign rebuilt by hand.
The team didn’t need more designers. It needed a different structure.
What this team shipped
I designed or led player-facing products, designs for live events, community platforms, and the internal tooling that made the volume possible.

A call to arms from your own avatar
I designed a win-back product for World of Warcraft: every lapsed player got a call to arms fronted by their own in-game character, then a page to build and share their own. A 200k budget, run against subscription and expansion revenue.

An app for the world’s biggest gaming show
For Gamescom 2018 I designed the visitor app for iOS and Android, including an augmented-reality booth tour: a fixed show deadline, tested on the ground during the event.

The show, for everyone not in Cologne
I designed the event site that ran alongside it: the livestream with a switchable camera, the stage schedule, the calendar, and the updates feed, in one place.

Onboarding for the people running the events
I designed an onboarding product for Hearthstone Fireside Gathering hosts, shipped in 7 languages: the guide to running an event, personalised tavern signs, and the poster and artwork a host could download. Shaped by focus groups I prepared and led in the US and in Europe.

An 8-hour job, turned into a system
Localizing one email took over eight hours, and only two designers could do it. I designed an internal tool that let any designer produce localized emails without touching code: 15+ emails in under two weeks, against more than a month before.
Restructure around outcomes, not franchises
Structure and streams
I reorganized a multidisciplinary team of 9 around business outcomes into four delivery streams with defined ownership: Editorial & Localization, Creative Assets, Digital Labs, and Creative Marketing. Designers knew what they owned; stakeholders knew who to go to.

Coordination and tooling
I introduced lightweight rituals that improved visibility without piling on process, and embedded an agency pool that absorbed demand peaks under shared standards, so peaks stopped costing headcount. The internal tools I specified moved designer effort from repetitive production to decision-making.


More volume, same core team
- I doubled eCRM production speed with the email builder, and took localization off the critical path.
- I supported 10+ major product and expansion launches internally, in up to 20 languages, without growing the team.
- I gave every stream clear ownership, which cut escalations and rebuilt stakeholder trust.
Colleagues on working with Alex
Overwatch launch pages alone drove over a million signups: the delivery system working as designed, launch after launch.