I’m Gemma Daley. I lead end-to-end customer experience, connecting strategy, design, products and services around what people need.
I combine commercial understanding with design judgement, helping teams raise the bar and turn customer insight into experiences people value and results the business can measure.
CUSTOMER EXPERIENCE · DESIGN · BUSINESS LEADERSHIP
I connect business ambition with experiences that deliver.
Design that delivers business value.
30% fewer complaints
Nearly 80% completing the journey digitally
Over £500,000 saved for reinvestment
These results from my team’s savings maturity work at Lloyds Banking Group are featured in the Design Council’s Design Economy 2026 report.
I owned the savings experience. When customers acted late, I challenged the assumption that more communications were the answer. We made maturity visible where customers already managed their money and gave them a direct route to act.
The redesigned journey also retained around two-thirds of accounts into new fixed accounts, connecting customer confidence with retention and lower cost to serve.
About me.
I bring strategic perspective and close attention to the experience itself. I’m comfortable shaping direction in the boardroom and rolling up my sleeves with teams, challenging the thinking, making the work stronger and raising the bar for what we deliver.
I have a clear point of view on how experiences should work, feel and fit together, and I’m willing to change it when the evidence points elsewhere. I set high standards, make the reasoning clear and help people produce work they’re proud of.
My experience spans banking, healthcare and consumer services. Across those settings, I’ve connected products, channels and human support, building shared direction and ownership where organisational boundaries get in the way.
What I bring.
Set direction. Raise the bar.
Build capability. Make change last.
I connect customer needs with commercial opportunity, asking whether we’re solving the right problem and being ambitious enough about the answer. At Barclays, I treated developers as customers and helped turn an Open Banking obligation into a platform for partners.
I also look closely at what gets delivered. At Lloyds, I reopened an app redesign that had met its delivery goals because customers were struggling to discover what it offered. We changed how the experience was organised, increasing feature discovery by 250% and proposition engagement by 240%.
I help organisations understand the contribution design makes beyond pixels and screens: how customers move through a business, where the experience works and where it breaks down. That includes recognising failure demand, the avoidable contact and extra work created when something hasn’t worked for the customer.
At Lloyds, I helped develop a shared customer lifecycle framework and led its adoption and implementation across Consumer. It gave teams a way to see those connections, challenge assumptions and use customer evidence to influence priorities and investment choices.
The framework is now formalised in the Lloyds change framework, making this understanding part of how change is shaped and delivered.
Brands I've worked with.
From banking and healthcare to retail and travel, I’ve worked on experiences that help people manage money, access care and use everyday services. That breadth helps me bring a fresh perspective to familiar business problems.
