An extraordinary platform.
A clearer way in.

Technical possibility was ahead of product clarity.

Neos had grown around expert users. World discovery, account tools, stored assets and social sessions had depth, but competed for attention. A newcomer could enter an extraordinary platform without understanding where to begin.

My responsibility crossed the experience and the organisation delivering it. I led the rebrand and product design, managed a six-person multidisciplinary team and connected the release plan to what engineering could realistically support.

Create a starting point.
Then a coherent system.

I set a web-first sequence for Home and Inventory before extending the same model into world discovery, contacts and sessions. It gave the team a smaller release to resolve while establishing a direction that could carry into an immersive client.

Onboarding workshops exposed where people lost their bearings. Those moments informed the hierarchy: help someone understand their current state, find a place or person, and take a useful next step.

Give the team a deliverable direction.

I managed hiring, contracts, priorities and day-to-day delivery across designers, developers and artists. I brought product and creative work into a shared release sequence, with explicit dependencies and regular reviews of the running experience.

When scope exceeded the team’s capacity, I separated the initial release from the wider ambition. That made trade-offs visible to leadership and gave contributors a clearer understanding of what mattered next.

Exploring scale in VR.

The Universe offers a different view of Neos: an interactive journey through scale. It shows why orientation, legibility and a sense of place matter in a spatial product.

Make the platform’s promise tangible.

Cooper’s Planet turned abstract account progression into a place to explore and an interaction people could understand. I led concept and delivery across design, 3D, effects and development, keeping the experience connected to the wider product.

The landscape, portal and Starduster needed to feel like parts of one world. I reviewed builds with the team and art-directed the films that introduced the experience. The creative work made the product’s ambition visible.

A clearer invitation to a complex platform.

I directed a new visual identity and rebuilt the website’s structure around what people could create and experience. Illustration, product language and in-world material gave the platform a more recognisable public expression.

The identity and website launched. Home and Inventory formed the first web release, with a broader system for the product areas that followed. The work connected the external promise with a product direction and a team able to deliver it.