“[Design leadership] requires a level of self-awareness…that is unlike the vast majority of other business functions.”

In episode 3 of This is a Prototype, I take a slightly different approach to the format with the first of what I’m calling “POV Editions.” Here I look at design leadership through a more analytical lens with the help of a single guest who has a distinctive…point of view on the field.

In this first POV Edition, I speak with design strategist, consultant, and community leader Sarah Clearwater, who I met on my recent visit to Auckland, New Zealand. Sarah is the founder of REFRAMR, a boutique design agency, and the instigator of the CX Collective, a vibrant community of designers and leaders in Auckland. She has also published Perspectives on Design & Leadership (available on her website linked above), an excellent report which surveys more than 25 design leaders across New Zealand and contains insights that extend globally.

Sarah and I explore the unique aspects of design in New Zealand, we discuss those important superpowers of design leaders, and we get into the often jarring transition design leaders face when going from “on the tools” to “on the team.”

Sarah Clearwater
Sarah is an accomplished design strategist and change agent who understands how to bridge the gap between design and business, elevate the value and impact of design work and help organisations navigate rapidly evolving markets.

With an international career spanning four countries, three languages, and two continents, Sarah has gained extensive experience in positioning organisations for success through customer-centered strategies. Over the past decade, her client list has included a diverse set of industries, including banking, insurance, telecommunications, FMCG, not-for-profit, government, and education.