Global healthcare at scale

Novo Nordisk is one of the world's leading pharmaceutical companies, operating across dozens of markets with strict regulatory requirements and a complex digital estate. The engagement involved building and evolving digital products at enterprise scale — navigating compliance constraints, diverse technology stacks and distributed teams that rarely shared the same room.

The biggest challenge wasn't technical — it was alignment. Multiple teams, multiple markets, multiple stakeholders, each with their own priorities and delivery pressures. Getting engineers to converge on shared patterns and practices required as much facilitation and organisational leadership as it did technical judgement. Compliance requirements (GDPR, WCAG, internal policy) added a layer of constraint that had to be designed around, not bolted on.

I came in as frontend architect with a mandate to bring structure to a fast-moving, high-stakes delivery environment. I defined the component architecture, established coding and accessibility standards, and created the processes that allowed distributed teams to move independently without fragmenting the codebase. I worked closely with product owners, designers and backend teams across different countries — translating business requirements into engineering decisions and making sure those decisions stuck.

By the end of the engagement, teams across markets were working from a shared architecture with clear standards and well-defined boundaries. Onboarding new engineers became faster, the codebase was significantly more consistent and the patterns we established became the baseline for future work across the organisation.