Hannah Dow: "Don’t Innovate for Innovation’s Sake"

Hannah Dow is head of experience at Code and Theory.

Q> What should clients focus on most right now, and how has it changed from last year? 

Hannah> Over nine years with Code and Theory, I’ve seen our work and what our clients ask for change from traditional publishing systems and marketing sites to large-scale, transformational ecosystems built from the ground up. Companies shifted their focus to digital and many of them now have refreshed foundational product systems to build on that we’ve had the privilege of developing. 

A trend we’ve been seeing with the big firms already having their foundations set is that those clients are ready to conquer the next big step - whatever that may be. A lot of times, that means leaning into innovation with a call to reinvent digital as we’ve always known it; that’s precisely where we want our work to evolve. The asks entail building meaningful, close relationships with their customers by getting to know them, rather than just telling them about different services. Also, many companies want us to accomplish this by exploring new tech that has come out in the last year; being afforded that freedom to explore invigorates us.

But I must make one point very clear: We need to do more than innovation for innovation's sake - that’s where real value and magic lie. We get a lot of clients just asking to 'add AI' instead of thinking about the problem that needs to be solved or the value we need to add. That’s how you end up with features that look cool but don’t ultimately help the user. It’s like if you’ve ever visited a site with beautiful and elaborate animations that prevent you from accomplishing your intended task. 

Q> What is unique about having a culture that balances 50% engineers and 50% creatives? 

Hannah> We started as a strategy and design-led company. Over the years, we’ve transformed into this 50/50 powerhouse that can truly back up our name of Code and Theory. Having the full spectrum of expertise at our disposal is really meaningful when creating product solutions that address both our user and our client's needs.

At the same time, we’re working to be more agile and collaborative with our design and engineering teams. Knowing what we need to build and why from the design and development perspective early on in the definition phase ensures we're building products our clients and their end users can manage and use with ease. When we do it right, every discipline feels ownership over the work from start to finish; that’s when we truly excel. 

Q> What’s the best way to keep staff motivated and working at a high level? 

Hannah> First and foremost, understand the work your teams are putting in. I’m not talking about patting everyone on the back all the time, but acknowledging effort on an individual basis is meaningful. When someone does kickass work, I want them to have a moment in the spotlight and get the hype they deserve.

Our work is challenging, so it’s important for everyone to feel energised and supported. When I first started at Code almost a decade ago as an intern, it was the people, support and access to senior leadership that bolstered my sense of confidence and helped me grow. I want to foster that within my own team. 

Q> What’s a favourite project you’ve worked on recently and why?

Hannah> While I can’t share the names of these clients yet (it’s pitch season), I’ve enjoyed being part of several high-profile pitches. Rapidly thinking through solutions and bringing them to life is so much fun. You get to dream bigger than you would on a typical project.

This is where so many of our most innovative product ideas originate. There’s nothing better than getting a client so excited that they want to buy exactly what you pitched them - then you get to bring it to life.

Q> What is the one thing you’d tell your younger self?

Hannah> At the risk of sounding corny, I would tell myself that all the hard work will pay off. The connections you’ll make with your co-workers will be unlike anything you’ve ever experienced. Even when projects are challenging, people really show up for each other here. It's why I’ve stayed as long as I have.

I would tell myself to question why things are done a certain way, to stay curious and get excited about the little things. And to take pride in every aspect of my work, from the small details to the big deliveries.

I’d also like to tell my younger self not to be afraid to ask for help and admit when you don’t have the answer. Those moments of vulnerability are where growth happens and where you can truly connect with your team as a leader. I always looked up to the leaders who could admit that didn’t know what was next but still attacked every challenge with a let’s-figure-it-out-together attitude. That’s the example I strive to set while leading my own team.