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Tools interrupted the care journey

Disconnected tools forced opticians to switch context and re-enter information throughout patient care, interrupting the conversation.

The applications were also difficult to evolve and maintain globally. I led the experience direction for a connected service spanning back-office operations and consultation.

Design around the whole journey

I ran global customer and market research and defined the optician and patient journeys, service model and experience principles.

Consultation, selection, ordering and aftercare formed one journey for the user. That became the basis for connecting the touchpoints before, during and after patient care.

Testing changed where digital support belonged

Early testing showed that opticians were unlikely to use a tool with patients if it added friction or constrained how they worked.

The concept focused digital support on selected moments in the consultation, adapted to different consultation styles and kept professional judgement with the optician.

Connecting service direction to product detail

Building support for delivery

I mapped the service’s strategic business relevance and developed the business case for leadership approval. I also guided internal change management and adoption.

Implementation was shared with product designers, developers, domain experts and client teams. Overall rollout remained a wider-team responsibility.

A live service across 15+ countries

After a tested MVP and a pilot in three countries, local demand led to localisation and adoption across 15+ countries. Rollout continues.

The guided consultation assistant is implemented and used live. Precise usage and commercial effects are not available.

Useful research was difficult to reuse

Ad hoc research left useful sustainability knowledge scattered and difficult to reuse. I led the business-side product direction for a maintained intelligence library and a human-reviewed AI research workflow.

The product needed to serve different decisions across the organisation, including roles where sustainability was not the main responsibility.

One library, different decision needs

I defined what the product should track, how broad themes became useful topics and how much detail different roles needed.

The library lets people start with a visual overview, compare topics and open the depth relevant to their work. Its structure supports different ways of using one maintained source of intelligence.

Every draft passes human review

I designed a workflow for researching new or updated intelligence.

Adoption was a product decision

Useful intelligence needed to fit the work each group was doing. I tailored content and onboarding around those needs, with topics, comparisons and depth shaped for different roles.

I led the internal rollout. Tailored onboarding continues as the product is introduced to more departments.

Shaping the product with the platform team

A separate development team owned the platform technology. I shaped feature upgrades with them and owned the business-side direction for the library, its research workflow and its introduction to teams.

Interface elements, content, playbooks and parts of rollout were collective work.

Available organisation-wide and in active use

The library is populated and the research-and-curation workflow is operating. The platform is available organisation-wide and in active use across multiple business areas.

Sustainability and commercial teams use the curated library for customer-collaboration proposals and internal information requests.

The operation had outgrown the product model

Buses and ferries had to be entered through flight and airport fields. Teams duplicated records and kept operational status in notes the system could not interpret.

The legacy platform no longer matched the operation. Colleagues kept journeys moving through repurposed fields and shared workaround knowledge.

Separating operating needs from inherited habits

I combined key-user walkthroughs across the platform to find recurring needs, workarounds and opportunities. Those findings informed the product principles.

I used that synthesis to decide which inherited flows to improve and which underlying models to replace, separating real operating requirements from habits created by the old software.

Make operating relationships explicit

I redesigned the model around transport, reservation and operating relationships. Provisional information and operating stages became explicit parts of the design.

The model also provides a foundation for a planned customer portal. That work remains at an earlier design stage and outside this case’s delivery evidence.

Refining the design with operational users

I owned the workflows, design system, prototypes and UX testing. Testing with internal operational users refined edge cases and role-specific needs before operational stakeholders and leadership approved the core workflows.

Project management, software development and quality assurance remained with other team members.

A controlled path into production

The legacy platform still runs the operation. The replacement has progressed through staged testing and design approval into development for the production environment.

Development includes integration with operational databases ahead of a confirmed Q4 2026 pilot. The replacement is not yet live.