Ford has recently launched an awesome new electric car - the Mach E.
I was brought in initially to their main agency GTB to test out the ecommerce site design just prior to launch. I proved it was too complicated - customers did not understand it.
I facilitated rapid workshops to help the team and encouraged them positively to look at better designs based on customer needs.
Following that, I worked on the online presence of the new car. This started off with strategic direction, followed by a detailed prototype I tested in London, Germany, Norway and the USA. It was very well received, and led to the site you can find online today. Finally I worked on the app used by the dealers for middleware and backend integration with the ecommerce front end.
This was as part of a broader team at GTB led by the amazing Dom.
Another strategic goal for Ford is to shift everything Ford owners do online - including booking MOTs, servicing etc. They had just spent a considerable amount of time and money revamping their international Online Service Booking application.
But - it was less successful than the previous version. It needed to be updated, but there was hesitation as stakeholders were unsure why it wasn't working.
First I did a SWOT analysis on the market in general and worked with the analytics team for a data driven proposal. Then I developed a strategic rationale, built out a prototype and tested my new ideas with customers.
The conclusion was overwhelmingly positive, which I was pleased with from an innovation and design perspective. But the real kicker came with how customer insights supported the data, and the revised processes I suggested were pragmatic. I delivered a functional spec and final wireframes.
I also reviewed the marketing going into the service, to help them increase conversions.
SLB is a global oil and gas company, in the middle of a transformation away from being a company that relies on erecting oil rigs, to being data-driven. The specific problem for me was that they've spent decades developing different software applications which competed with each other and were not truly based on customer requirements.
This was compounded by different offices all over the world working on private projects to try and solve the problems without collaborating amongst themselves.
I interviewed maybe 50 people, created 16 personas and ran multiple co-creation workshops at the fantastic agency RMA which is part of NTT. It was clear the key was to simplify all the ideas away from the abstract and into a single, unified cloud-based app.
I came up with a model, wrote and created a video, ran workshops in London, Germany and Norway getting all the product owners on board and managed the client. Ultimately I specified the app and built out the wireframes.
ACAS is the UK's official provider of work related information for the UK Government. But the website was impossible to use and full of irrelevant content. They needed to solve this with a GDS process. There was another challenge; resistance to change from some staffers who felt their way of life was under threat.
The team had a fortnightly research schedule where a different topic was tested out, then iterated to a new design. I delivered all the UX, creative direction and content strategy. It was a brilliant team effort. The other win was working out why some staff members were so against the new site. I mentored them to have the skills and confidence to manage the new site and created copy and content guides for them.
SocGen needed to understand how to integrate UX into their overall global digital transformation and change management strategy.
This initiative had come after the credit crunch and the rules changed. They needed to redesign several core apps to avoid further fines and be compliant.
I set up the team in the UK. I trained up internal staff to look after BAU. I workshopped strategy and interviewed multiple stakeholders and created a solution in Paris.
I then designed several apps including Credit Default Swap and the key trading applications that needed to be updated.
BNPP are a global bank. They have three amazing innovation centres around the world, fintech development centres of excellence. They need to quickly create beta versions of new apps and test them out as MVPs.
I was international UX lead in the Singapore centre, where I managed the team and took direct responsibility for three core apps, in onboarding and trading. I started each app with a research phase, isolated the key insights and user needs, and design the MVP specification for each one and built it out.
Lloyds Banking Group operates Lloyds Bank, TSB, Midlands and more. They have an amazing digital transformation programme and an internal team. One of the biggest challenges which I was involved in was was how to simplify and improve services across each bank. Call centres, branches and online all used different processes for the same objective, such as opening an account. That needed to change!
I took the lead on Multichannel - a critical process to adapt online processes to be perfect for every customer touchpoint. I spoke to phone centres and branch staff and figured out how we could have one simple process that everyone used. A big job!
I also designed savings products, new products, and worked hard on trying to make banking more accessible for people on low incomes and who had problems getting hold of their finances.
Intel invented the idea of the ultrabook. And smart TV, but they were left behind in both online. They needed to know what to do.
It's kind of amazing when you talk to leaders at Intel, so many are basically techies, so their view on customer experience was a little detailed and product centric as opposed to what you might call customer centric.
I worked with them to create new ideas, new ecommerce paradigms and site designs to re-invigorate ultrabooks and get them on the smart TV map as an innovator again.