Consulting · Service Design
Conversion dropped, the team keeps redoing work, customers complain about something hard to name. My job is finding the exact point where real operations and the designed experience diverge — before proposing any solution.
When one of these shows up, the cause is almost always in a layer nobody has mapped yet. See if any of them is yours.
When the problem resists A/B tests and redesigns, it's almost never in the interface. It's in the logic deciding what shows up, for whom, and when.
Where I look: the rule behind the screenConstant rework is a symptom of a system without a clear decision criteria. Everyone solves it their own way because the rule was never mapped.
Where I look: the missing criteriaIn regulated environments, the rule arrives after the screen and becomes a workaround. I translate the constraint into product criteria before it becomes a problem.
Where I look: regulation as raw materialWhen the people running things use spreadsheets alongside the official system, there's a gap between the real process and the designed one. That's where value leaks out.
Where I look: the operation × system gapI don't start with the screen. I start with real operations — and follow the trail to the exact point of failure.
01 · Research
I listen to whoever runs the system and whoever's on the front line. I map the process as it actually happens — not as it was designed.
02 · Document
Service blueprint, journeys, and decision criteria. Where operations and experience diverge becomes visible — and measurable.
03 · Define
I turn what I found into product decisions and clear rules: what to tackle first and why.
04 · Execute
A proposal, an action plan or a prototype. The interface, when there is one, comes last, already resolved at the source.
Three cases where the problem looked like a screen issue — and wasn't.
A diagnostic conversation to understand the scenario — before any proposal.