Purpose-led design, thoughtfully done

Get to know Alex

Photograph of Alex, Senior Brand + Digital Designer

Alex's Journey

An introduction to Alex’s design journey, from traditional graphic designer, a pivot to digital, and onto purpose-led work at Harvey, exploring accessibility, cultural awareness, collaboration and what it means to design work that truly matters.

Alex’s career has been shaped by a desire to do work with real impact. With a background in brand, UI and digital design, he’s worked across complex digital projects, but has always been most drawn to work that serves people and community.

Calm, kind and considered in his approach, Alex brings the same steady presence to his work as he does to life outside the studio. He’s a father of two young kids, wrangler of a French bulldog, a soccer tragic, and is known for a dry sense of humour that tends to land when you least expect it.

Prior to Harvey, Alex worked on a number of meaningful projects, including:

  • Yoorrook Justice Commission, where Alex led the design of a long-term, accessible website for the commission’s findings, working closely with a local Indigenous artist.
  • CFA, where he worked alongside his UX lead to redesign and uplift the fire safety section of a dated website improving the clarity and accessibility of critical safety information. 
  • Foundation for Young Australians, where Alex helped deliver brand and print material for the organisation and its various initiatives, including annual reports, findings reports, educational work books, digital advertising, and more.

Now, let’s hand it over to Alex…

Putting people at the centre of design

If I had to share a simple tip that guides my work, it would be this: stay open-minded. Don’t settle for your first idea. Push yourself to explore other options and directions before landing on a solution.

Above all, always put the user or audience at the centre of everything you do. Style, colour, typography and layout should never exist for their own sake. They should elevate the experience and make things clearer, easier and more engaging for the people using them.

Designing work that matters

In my previous role, the work I felt most proud of was for clients that had real impact. While large corporate projects can be enjoyable, they don’t always feel deeply rewarding in the long term. Two projects that stood out for me were for the Yoorrook Justice Commission and the CFA.

Yoorrook was the last major project I worked on before joining Harvey. I was the lead designer on a website created to house the findings, evidence and recommendations of the commission, ensuring they would remain accessible after the commission disbanded. I collaborated closely with a local Indigenous artist to create something that felt both striking and respectful. I completed the designs before finishing my role, and seeing those designs carried through to launch a month or two later was incredibly meaningful.

For the CFA, I worked alongside my previous UX lead to redesign and uplift the fire safety section of a very dated website. Growing up in the bushfire-prone Dandenong Ranges, this project felt especially personal. Improving the clarity and accessibility of critical safety information felt like work that could genuinely help save lives.

The Foundation for Young Australians gave me my big break as a freelance designer, working closely with a number of team members from various parts of the organisation to bring to life communication and marketing material. Collaborating with an organisation that assists and lifts up young people was tremendously rewarding, and helped kick start my passion for purpose-led design work.

Designing with care and cultural awareness

Over the years, clients have taught me a lot, particularly around accessibility and cultural sensitivity. The experience collaborating with a First Nations artist deepened my understanding of how different cultures interpret symbols, language and visual storytelling.

I’ve also learnt a great deal about accessibility through work with government and community organisations. It’s highlighted how easily design decisions can unintentionally exclude people if we’re not thoughtful. We all carry biases, often without realising it, and recognising those biases is essential if we want to create work that is inclusive and meaningful.

My reflection working at Harvey

Supportive from day one

From the moment I joined Harvey, I felt genuinely welcomed. Everyone is supportive, friendly, and generous with their time, which makes a huge difference when you’re starting somewhere new. The structured onboarding process helped me ease into the Harvey way of working without feeling overwhelmed, and it set a really positive tone early on.

A culture built on trust and curiosity

Co-working days have quickly become a highlight. They’re full of great conversations, spontaneous collaboration, and moments where ideas bounce around naturally. In a few words, I’d describe Harvey’s culture as positive, fun, enthusiastic, collaborative and humble. There’s a shared eagerness to tackle new challenges together, without ego getting in the way.

Co-working days at Hub Southern Cross with team - we can always rely on Sarah for an impromptu selfie.

A typical day for me

Finding focus and flow

My ideal workday is fairly simple. I like having one or two key tasks or clients to focus on, minimal distractions, and enough uninterrupted time to really get into a flow. When that happens, I can properly immerse myself in the work and get a lot done.

Music is almost always on in the background. It helps keep me energised and motivated, especially during longer design sessions. Figma is my go-to tool, and I love exploring new features and plug-ins that improve efficiency or unlock new ways of working.

Some of my favourite Figma plugins

Blending brand, digital and collaboration

UI design is usually my favourite type of work, with brand design a close second. I actually started my career doing a lot of branding and corporate design, but in more recent roles my focus has been on digital experiences. Harvey has given me the opportunity to combine my brand and digital design experience, which has been really exciting and rewarding for me.

When it comes to clients, I don’t have a single favourite one that comes to mind. What matters most to me is working with people who are open to new ideas, trust us as design experts, and genuinely value collaboration.

Recent Harvey Projects: Maine Wellness brand identity

One early highlight was a small branding project for Maine Wellness. It was my first client project here, and it went really smoothly. The budget was tight and the brief had its challenges, but Lee, the client, was wonderful to work with and very open-minded about the options we put forward.

It was also my first branding project in quite a while, so I definitely felt some self-imposed pressure. In the end, the process was collaborative, the work landed well, and the client feedback was brilliant. We’re now helping bring the brand to life through a website, social templates, and print media using the new colours and styles, which has been really rewarding to see.

Maine Wellness business card and flyer designs

Collaboration without ego

I’ve often been told I have a fairly dry sense of humour, which I think helps break the ice and build rapport within teams. For me, kindness, humour, humility and open communication are essential ingredients for good collaboration. Big egos tend to get in the way, and I believe the best work happens when people feel comfortable, respected and heard.

That mindset is a big part of why Harvey already feels like such a good fit, and I’m really excited to keep building on that as I continue my journey here.

The Harvey team
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Maintain current ownership and governance

🟢
  • Harvey is 100% owned by the Smallchua Family Trust. Rebecca Smallchua is our sole Director.

Share templates, documents, insight into business for good

🟢
  • We’ve officially made all our policies and procedures publicly available here along with our past and current impact reports — sharing our lessons, tools, and insights openly. Something we’ve wanted to do properly for years and glad we finally got it sorted.
  • Maintain B Corp score from 134.1 with workers included
🟢
  • No change here. We’re up for recertification next year and looking forward to exploring the new B Corp standards. We shared our experience of recertification from the previous year here.

We’re exploring profit share, and employee ownership models with the team

🟠
  • Team feedback indicates a preference for a profit-share model rather than equity, as it is simpler, clearer and easier to manage. While there is no urgency from the team, there is interest in defining the approach in more detail. Our informal research also shows that many organisations find equity schemes complex and often less motivating in practice. What people value more is being paid properly, doing meaningful work and a healthy, supportive culture.

Be climate positive at work and at home

🟠
  • We don’t track our CO2 emissions, rather we take a much more general and high emissions view. However, this year, we didn’t donate to the environment (see above) so we can’t say we countered our CO2.
  • We continue to choose Hub as our office space for co-working who are Carbon Neutral Certified. Our overall carbon emissions are mostly contributed by our technology usage and we haven’t got a very detailed view on what that is and how to offset it.

To be updated: Donate 5% revenue to the environment

🟢
  • We delivered this as $55k of pro bono service to RIAA who are the leading industry body in Australia and New Zealand dedicated to aligning investment capital with a healthy society, environment and economy. We believe where you invest — and how you choose to use your money — has a powerful impact on people and the planet.
  • Going forward our plan is to commit 50% of profits to invest in clean tech enterprises and/or donations to charitable organisations fighting climate change.

Re-use, recycle and manage dangerous waste

🟢
  • We continue to implement our hazardous waste policy and are on a continuous learning and improvement journey.
  • We repair damaged hardware and minimise purchasing of new equipment.
  • Personally we're all Facebook Marketplace fans.

Advocate for sustainable business

🔴
  • We only did one small action this year supporting Business for 75. A coalition of organisations calling on the Australian Government to commit to at least a 75% emissions reduction target by 2035, because strong climate action is essential for Australia’s future — and good for business.
  • Sarah also personally contributed to B Local Melbourne in various ways running events and engaging the community.

Protest and boycott important issues (Australia Day, Melbourne Cup)

🟢

Buy with intention from local and discriminated groups

🟢

We continue to be intentional about our suppliers as outlined in our policy and report the details in the Community section of the report.

To be confirmed: Invest $20k in impact businesses and $20k of pro bono time

🟠
  • $0 impact investment. Over $55k 100% pro bono time.
  • We did not invest in impact businesses this year as we dedicated significantly more to probono & amazing discounts, and we didn’t have free cash on hand to do the investment.
  • We will be better at managing our impact allocations  — including impact discounts, cross-subsidies, pro bono work, donations, and investments in impact businesses or climate ETFs. 
  • The major pro bono contribution was  $55k of additional free services to RIAA who are the leading industry body in Australia and New Zealand dedicated to aligning investment capital with a healthy society, environment and economy. We believe where you invest — and how you choose to use your money — has a powerful impact on people and the planet.

Begin a Reconciliation Action Plan

🔴
  • We again looked into starting a RAP this year, but with the administrative requirements for a business of our size, we decided to focus our efforts on taking meaningful action instead outlined in our Community chapter here.

All staff spend 75%+ of their time on clients

🟠
  • Spent 66% of our time on clients. 
  • Our forecasting/financials is based on 65%, but our target is obviously higher to give us a buffer. We are happy with 66%, but will continue to aim to increase this.
  • The 34% broken down into 23% operations, 8% business development, 3% learning. Slightly more on ops, less on learning & business development (Sales/Marketing) than FY24.
  • We spent less time on admin, impact reporting, marketing, formal training & recruitment, and more on client admin, team activities, onboarding and self-learning on projects.

Regular, honest check-ins about how we feel

🟢
  • Stand ups, development sessions, watercooler chats, impact updates and more.

Targeted and clear personal growth, if we are better our clients will be

🟢
  • Continued with our personal goal setting questionnaires that ask the big questions of where we want to go and how we’ll get there. Also lots of accountability check-ins. 

Improve and increase capability across team 

🟢
  • Raising our emotional health levels through a leadership development program with Global Leadership Foundation.
  • Expanding output skills: Market research, Web design, content & copywriting, strategy & development and automation strategy.

9 day fortnights, with option for 4 day weeks

🟢
  • 60% work 9 day fortnights, 30% part-time hours, 10% standard working hours.

Gradually grow the team to 7 people

🟢
  • We ended the year getting ready to onboard our 7th team member in July 2025.
  • In FY24/25 Alex joined us as Senior Designer (Brand & Digital) and Simon Hoye came on board as Head of Technology.

No destructive clients. Revenue 10% Good, 65% Great, 25% Amazing

(Here’s what the classifications mean)

🟠
  • No destructive clients. Revenue breakdown: 6.5% Good, 59% Great, 33% Amazing
  • We were well under on Good and over on Amazing which improves impact and puts pressure on us financially. We’re now managing allocation more carefully each month.

Client survey metrics

  • 100% good value for money. (3 / 5 value for money (1 - ‘could charge less’ and 5 - ‘could charge more’)
  • 8 / 10 likely to recommend
🟢
  • All metrics are on or over target
    • 3.5 / 5 value for money
    • 8.5 / 10 likely to recommend
    • 82 NPS

$1.03m revenue (Up by 23% from FY 23/24). Ambitious, we know!

🟠
  • $916,460 - +10% YoY but under our of +23%,
  • The main reasons we didn’t hit target were scope creep and overruns as well as exceeding the Amazing impact discount.
  • Maintain B Corp score from 134.1 with workers included
🟢
  • We officially re-certified in November 2023, and are pleased to report we achieved the same score (to the decimal point). Wild! We shared our experience of recertification here.
  • Share templates, documents, insight into business for good
🟠
  • We haven't done this publicly, but when people have asked, we have shared. And we're sharing a series of things as part of this impact report.
  • Maintain current ownership and governance
🟢
  • Harvey is 100% owned by the Smallchua Family Trust. Rebecca Smallchua is our sole Director.
  • Re-use, recycle and manage dangerous waste
🟢
  • We continue to implement our hazardous waste policy and are on a continuous learning and improvement journey.
  • We repair damaged hardware and minimise purchasing of new equipment.
  • Personally we're all Facebook Marketplace fans.
  • Be climate positive at work and at home
🟠
  • We don't track our CO2 emissions, rather we take a much more general and high emissions view. However, this year, we didn't donate to the environment (see above) so we can't say we countered our CO2.
  • Advocate for climate change / inspire sustainable living
🟢
  • We hosted a panel event on Zero Emissions Day in September 2023, along with our friends at Portable, where we interviewed industry experts on the opportunity to engage with community and work towards a more sustainable future. Recording here.
  • Donate 5% to the environment
🔴
  • We didn't make the donation this year as we're revisiting our impact giving model - more details here
  • Invest $20k in impact businesses plus $20k of pro bono time
🔴
  • We delivered some pro bono time but dropped the ball and had no official measurements in place.
  • We also did not invest $20k in impact businesses, and are reviewing this goal going forward. In the last 12 months, our three Impact Investments all lost their value (Whole Kids, Pronto Bottle & Kester Black). While it's not great, we accept this is part of ambitious investing, and each had their own challenges that they couldn't quite overcome.
  • Buy with intention from local and discriminated groups
🟢
  • We continue to be intentional about our suppliers as outlined in our policy and report the details in the Community chapter of our report.
  • Protest and boycott important issues (Australia Day, Melbourne Cup)
🟢
  • Yes and yes!
  • 9 day fortnights, with option for 4 day weeks
🟢
  • 80% work 9 day fortnights, 40% part-time hours, 10% standard working hours.
  • Improve and increase capability across team
🟢
  • Raising our emotional health levels through a leadership development program with Global Leadership Foundation.
  • Expanding output skills: Market research, Web design, content & copywriting, strategy & development and automation strategy.
  • Targeted and clear personal growth, if we are better our clients will be
🟢
  • A new process for 360 feedback, plus personal goal setting questionnaires that ask the big questions of where we want to go and how we'll get there. Also lots of accountability check-ins.

Client survey metrics

  • 3 / 5 value for money (1 - 'could charge less' and 5 - 'could charge more')
  • 8 / 10 likely to recommend
🟢
  • 3.4 / 5 value for money
  • 9.2 / 10 likely to recommend

No destructive clients. Revenue breakdown: 17% Good, 59% Great, 24% Amazing

🟠
  • No destructive clients.
  • Revenue breakdown: 17% Good, 59% Great, 24% Amazing (A little over on Good and under on Great, but on target for Amazing - which is most important, so we're happy with that)
  • All staff spend 80%+ of their time on clients
🔴
  • Spent 64% of our time on clients (under). Due to team changes (recruitment, onboarding and offboarding) and extra investment in training, personal development and community engagement (e.g. B Local), we did not hit this target. On reflection, we will think 80% is too ambitious and we'll be revising to 70% going forward.
  • Regular, honest check-ins about how we feel
🟢
  • Stand ups, development sessions, watercooler chats, impact updates and more.

$994k revenue (Up $211k on FY2223)

🔴
  • $833,588. Revenue was up 6% YoY. Midway through the year, we adjusted down our target to $879k as team growth / services shifted. The main reasons we didn't hit target were scope creep and overruns, both of which we're trying to manage better with process improvements.
  • Maintain B Corp score from 134.1 with workers included
🟢
  • We applied for our B Corp re-certification at the end of this financial year and are pleased to report we achieved the same score (to the decimal point). Wild!
  • Share templates, documents, insight into business for good
🟠
  • We haven't actively done this publicly, but when people have asked, we have shared. And we're sharing a series of things as part of this impact report.
  • Maintain current ownership and governance
🟢
  • Harvey is 100% owned by the Smallchua Family Trust and Rebecca Smallchua is our sole Director.
  • Re-use, recycle and manage dangerous waste
🟢
  • We continue to implement our hazardous waste policy and are on a continuous learning and improvement journey.
  • We repair damaged hardware and minimise purchasing of new equipment.
  • Personally we're all Facebook Marketplace fans.
  • Donate 5% to the environment
🔴
  • We fell short here, we didn't make the donation. More details here.
  • Advocate for climate change / inspire sustainable living
🟢
  • Be climate positive at work and at home
🟠
  • We don't track our CO2 emissions, rather we take a much more general and high emissions view. However, this year, we didn't donate to the environment (see above) so we can't say we countered our CO2.
  • Protest and boycott important issues (Australia Day, Melbourne Cup)
🟢
  • Have a RAP, engaged stakeholders and implemented more change
🔴
  • Due to competing priorities and limited time (no lack in desire) we de-prioritised our Reconciliation Action Plan as we want to do it meaningfully and have the capacity to follow through. However, we took a few first steps outlined here.
  • Buy with intention from local and discriminated groups
🟢
  • We continue to be intentional about our suppliers as outlined in our policy and report the details in the Community chapter of our report. We took it one step further this year with a public call to pledge to audit suppliers in this campaign www.supplier-impact.com
  • Invest $20k in impact businesses plus $20k of 100% pro bono time
🟠
  • We delivered some pro bono time but dropped the ball and had no official measurements in place. We also did not invest $20k in impact businesses because of the reduced revenue with Becky on maternity leave.
  • Sarah personally donated her photography equipment valued at around $7,500 to empower a content and brand producer in the Solomon Islands.
  • 9 day fortnights, with option for 4 day weeks
🟠
  • 40% work 9 day fortnights, 40% part-time hours, 20% standard working hours.
  • Improve and increase capability across team
🟢
  • Elevated our tool nerd level. See here.
  • Expanding output skills: Market research, Web design, strategy & development, video editing, and automation strategy.
  • Targeted and clear personal growth, if we are better our clients will be
🟢
  • Lots of on-the-tools growth, structured learning through weekly Lunch 'n Learns and Intro to Programming at RMIT.

No destructive clients. Revenue breakdown: 15% Good, 60% Great, 25% Amazing (Here's what the classifications mean)

🟢
  • No destructive clients.
  • Revenue breakdown: 10% Good, 66% Great, 25% Amazing
  • All staff spend 70%+ of their time on clients
🟢
  • Spent 71% of our time on clients (over by only 76 hours).

Client survey metrics

  • 3 /5 value for money
  • 8 / 10 likely to recommend
🟢
  • 3.4 / 5 value for money
  • 8.8 / 10 likely to recommend

Maintain current revenue

🟠
  • Revenue down 16% YoY
  • Regular, honest check-ins about how we feel
🟢
  • Stand ups, development sessions, watercooler chats, impact updates and more.
No items found.
22 Bricks
ABCH
ACSI
ATEC
Abundant Water
Anantaya Jewellery
Artist Engineering
B Lab ANZ
BZE
Bank Australia
CPSN
Campervan Rental Guide
Certification O
Chaulk
Clean Focus
Client Fabric
Clockwork Films
Common Ground
Compass Studio
Curated with Conscience
Cyclion
Dog & Bone
Envirotecture
Evee
Farm My School
Fellten
Firesticks
Fresco Secco
Gewürzhaus
Global Leadership Foundation
Goodtel
Green Collar
Hagens Organics
Hara
Hey Doodle
Interspan
Jasper Coffee
Jaunt
KOSI
KingPump
LVLY
Lee Christison
Love Tribe Yoga
Lumen
MIIROKO
MK Local Foods
Maine Wellness
Marnie Hawson
Merry People
Milkcan
Nexa Advisory
No Lights No Lycra
North West Guadalcanal Association (NWGA)
OBG
One Small Step
Orange Ninja
Parliament of Victoria
Peninsula Hot Springs
Pixii
Portable
Possible
Prisma Legal
ReCo
Responsible Investment Association Australasia
Shadowboxer
Strongim Bisnis
Studio Schools Australia
THL Tourism Holdings Limited
Thankyou
The Next Economy
The Salvage Yard
The Sociable Weaver
Tierra
Time
WIRE
Whole Kids
Yarrow Build
iDE
No items found.
22 Bricks
ABCH
ACSI
ATEC
Abundant Water
Anantaya Jewellery
Artist Engineering
B Lab ANZ
BZE
Bank Australia
CPSN
Campervan Rental Guide
Certification O
Chaulk
Clean Focus
Client Fabric
Clockwork Films
Common Ground
Compass Studio
Curated with Conscience
Cyclion
Dog & Bone
Envirotecture
Evee
Farm My School
Fellten
Firesticks
Fresco Secco
Gewürzhaus
Global Leadership Foundation
Goodtel
Green Collar
Hagens Organics
Hara
Hey Doodle
Interspan
Jasper Coffee
Jaunt
KOSI
KingPump
LVLY
Lee Christison
Love Tribe Yoga
Lumen
MIIROKO
MK Local Foods
Maine Wellness
Marnie Hawson
Merry People
Milkcan
Nexa Advisory
No Lights No Lycra
North West Guadalcanal Association (NWGA)
OBG
One Small Step
Orange Ninja
Parliament of Victoria
Peninsula Hot Springs
Pixii
Portable
Possible
Prisma Legal
ReCo
Responsible Investment Association Australasia
Shadowboxer
Strongim Bisnis
Studio Schools Australia
THL Tourism Holdings Limited
Thankyou
The Next Economy
The Salvage Yard
The Sociable Weaver
Tierra
Time
WIRE
Whole Kids
Yarrow Build
iDE

No items found.
No items found.
22 Bricks
ABCH
ACSI
ATEC
Abundant Water
Anantaya Jewellery
Artist Engineering
B Lab ANZ
BZE
Bank Australia
CPSN
Campervan Rental Guide
Certification O
Chaulk
Clean Focus
Client Fabric
Clockwork Films
Common Ground
Compass Studio
Curated with Conscience
Cyclion
Dog & Bone
Envirotecture
Evee
Farm My School
Fellten
Firesticks
Fresco Secco
Gewürzhaus
Global Leadership Foundation
Goodtel
Green Collar
Hagens Organics
Hara
Hey Doodle
Interspan
Jasper Coffee
Jaunt
KOSI
KingPump
LVLY
Lee Christison
Love Tribe Yoga
Lumen
MIIROKO
MK Local Foods
Maine Wellness
Marnie Hawson
Merry People
Milkcan
Nexa Advisory
No Lights No Lycra
North West Guadalcanal Association (NWGA)
OBG
One Small Step
Orange Ninja
Parliament of Victoria
Peninsula Hot Springs
Pixii
Portable
Possible
Prisma Legal
ReCo
Responsible Investment Association Australasia
Shadowboxer
Strongim Bisnis
Studio Schools Australia
THL Tourism Holdings Limited
Thankyou
The Next Economy
The Salvage Yard
The Sociable Weaver
Tierra
Time
WIRE
Whole Kids
Yarrow Build
iDE
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