Currently @ News Corp. 
Previously @ The New York Times.

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Vogue Australia



UX/UI STRATEGY
PROTOTYPING
DESIGN SYSTEMS

OVERVIEW

As Vogue Australia migrated into New Corp’s design system, preserving its distinct digital identity while aligning with global standards required new ways of working across teams. 

To support this shift, I developed an interactive, company-wide style guide that connected cross-functional teams around a shared visual language and improved consistency across digital touchpoints.





PROBLEM

As the company prepared for a large-scale migration, teams still relied on static PDF style guides. This created core problems with:

  • Accessibily: Distributed informally via email or Slack.
  • Version Control: Difficult to search, navigate, and update.
  • Shared Understanding: Inconsistent interpretations and use cases across teams.

How might we create a shared, trusted foundation that helps teams confidently align and make decisions as the system evolves?



RESEARCH & DISCOVERY

To get a better understanding of how teams used (or avoided) existing documention, I conducted qualitative research across multiple teams/roles.

I wanted to identify what “good documentation” meant for each role and start drafting what a shared internal product might look like.
    Click to enlarge: Async FigJam exploring how editorial, design, marketing, and engineering teams interact with existing style guides.




    KEY INSIGHTS



    CURRENT STATE AUDIT

    There were no prescribed requirements around where the style guide should live, how it should work, or what form it should take.

    While this freedom was exciting, it was also challenging, as there was no obvious “correct” solution. 
    To ground the work, I frist did a design audit:

    • Reviewing all existing PDFs, slide decks, and ad-hoc documents.
    • Identifying any inconsistencies.
    • Mapping overlaps and gaps across teams or documention.

    This research revealed that different roles required fundamentally different structures and use cases. Due to project constraints and company prioritization, I chose to focus the initial solution on marketing needs.



      EXPLORATION

      To evaluate potential approaches for maintaining a company-wide style guide, I mapped legacy solutions and future options against digital maturity and technical overhead. This clarified long-term scalability while accounting for the adoption risks of introducing new tools.

      Click to enlarge: Solution Trade-offs



      WIREFRAME

      Wireframing was used as an inital functional sketch. I combied the insights I had gathered from user research and the current system to explore how an interactive style guide might be understood and used.

      I shared this wireframe with marketing teams which helped surface structural and organizational challenges early, reducing risk before committing to any visual details.

      Click to enlarge: Inital wireframe



      SOLUTION

      A living style guide built in Figma that functioned like a website structured for non-designers as much as designers.

      This first version served as a funcational prototype and was tested with a small group of marketers, validating improvements in navigation and overall ease of use compared to existing process. While broader validation was limited by testing opportunies, content-usgae guidance, and PM bandwidth, the structure was intentionally designed to scale and expand to various teams as capacity allows.


        View in Figma



        LEARNINGS

        This project taught me a lot about how to approach ambiguous problems + how to move forward without having all the answers or resources. 
        It’s possible to design with evolution in mind, creating solutions that can take shape quickly once alignment and momentum are in place