I am an expert in technology and digital strategy, with a focus on data-driven generation of ideas to innovate and improve services and customer experience.
I help clients improve business performance, drive revenue and reduce operating costs by better meeting the needs of their customers and better engaging with their business ecosystems.
I help clients to embrace digital and both reconfigure and reimagine the customer experience they offer across multiple touch points.
The client is a Brazilian startup, now getting ready to amplify their digital presence and increase the generation of sales and leads online. With a modest digital footprint already set and a stable portfolio of loyal customers, they now focus on raising credibility and driving business.
I embraced the challenge from strategy to execution following an agile approach and innovation mindset. We jointly built/shared knowledge of current business and digital footprint.
We prioritised web optimisation and SEO actions, to improve usability, take advantage of organic search, and boost online credibility. Next we will focus on opportunities to better engage with clients and leads, establish data-driven UX, and tune up social media reputation and service design.
The client is a reputable Lutheran Church operating at the heart of London City, for people from all walks of life and all levels of ability.
Their digital presence offers a website and mainstream social media, but not necessarily coordinated across channels. Having spent some time without proper digital capacity, they need help to address design for performance (incl. web optimisation, SEO and UX redesign), as well as a step change from a communications perspective (on and off-line).
I embraced the challenge from strategy to execution following a paced collaborative approach, aiming to help the client accelerate the build of necessary basic digital capabilities.
An agile approach was adopted to speed up the delivery of benefits while bite sizing the sprints according to the available capacity. Web optimisation and SEO related actions were prioritised. UX Redesign and Digital marketing will come next, including qualification for Ad Grants.
Impact of applying web optimisation techniques:
Other results so far:
The Client is among the top players in the UK utilities sector. They started a journey to identify what current digital trends would offer the best opportunities (or most important threats) to help them make a change in their current business. However, they were not confident as to what opportunities they should shortlist as strong candidates to provide an impactful step change.
I led the thought leadership work stream, researching specific knowledge/cases of digital in Utilities, sourcing and selecting appropriate contents (eg. cases, demos, tools, etc), mobilising SMEs, and defining the Workshop agenda.
I also played a role as the workshop organiser, designing assets and activities and informing the discussion of possibilities/opportunities.
The Client specialises in distributing parts for professional home services and operates both in retail (B2C) and with corporate clients (B2B). They were leading a major transformation programme and this engagement should help them channel shift customer contact volumes to drive revenue and improve customer loyalty. I was part of a 6 FTE team.
I led the thought leadership work stream, researching analyst reports and building specific intelligence to inform the future redesign of the customer journey.
I also worked in the customer insight work stream, consolidating and analysing the Voice of the Customer and Employee, following a data-driven approach (the Client opted for not engaging any Customers at this point).
The client is a reputable UK Charity, committed to increase the scale and impact of skills-based volunteering throughout the UK by connecting non-profits with skilled volunteers. Having moved their service operations to the digital environment in 2015, they needed help to set up a proper digital presence, and adapt their service offer and offline activities for a better user experience.
I embraced the challenge from strategy to road mapping the execution, in close collaboration with Reach’s team including the Marketing Manager, Digital Manager and CEO. We jointly built/shared knowledge of current business and digital footprint, as well as past UX and customer initiatives.
I held responsibility for mentoring the internal team and accelerating their learning curve around web optimisation, SEO/SEM and special offers for charities (eg. Google Ad Grants).
I also executed a complete assessment of improvement opportunities from a branding perspective and set data analytics for feeding insights and the agenda of future improvements.
Each year, one-third of all food produced for human consumption in the world is either lost or wasted. This wastage is both a missed opportunity to improve global food security and mitigate environmental impacts of food production. So the design challenge proposed by ideo.org and +acumen was: how can we reduce food waste in our communities?
Staffed with diverse participants from 5 countries - Brazil, EUA, Canada, UK and Tunisia - and led by the Experience Designer Sheila Mac, the DesignMakers started exploring facts and figures of food waste. It soon became clear that ‘food' was too large of a category to deal with.
The desired solution had to be something appropriate to foster engagement in more than one country though. So, the project statement was eventually rewritten as an outcome of the design research.
We learned a lot from the people we designed for. People are encouraged to eat at least 5 fruits and veggies a day, but they end up making poorly informed shop decisions for several reasons. In special, there was this ambiguity between going for affordable nutritional fresh food and the time pressure of urban contemporary life. If only fruits and veggies could last longer... A new challenge statement then emerged: how might we redesign people's behaviour and attitude towards fresh food?
Seasonal fruits were chosen for a first prototype, as they are juicier, cheaper and last longer - all of them among the key attributes perceived as value by our personas. So, what if people could easily get access to a Produce Calendar when they are shopping for fruits?
Design research was developed in varied fronts and included online resources, interviews with experts and non-experts (stay-at-home mummies, young adults, seniors, chefs and the managing director of a fruit & veg warehouse) and immersion (street market). Also, the water crisis in Brazil was adopted as analogous inspiration. Brainstorm sessions were particularly organised to improve remote visual collaboration.
Storyboards helped to make friends with the best ideas, select a prototype, and the questions we wanted this prototype to help us answer. A total of 3 iterations were executed, and among positive and negative feedbacks, a few surprising findings came up.
The learnings with the prototype helped calibrate the implementation action plan and pitch. An initial service was established and a website was born: fruitsoftheseason.com, designed to help people identify fruits on season in their location and built to load nice and fast on mobile devices. Also, a blog for discussing about food waste was made available at fruitsoftheseason.com/blog, and a Facebook Fan Page to help foster engagement was then set at facebook.com/fruitsoftheseason. How would you like to help us change the world?
Almaviva is an Italian telemarketing company that had just started operating a country-wide contract for a Brazilian telecomm company when it started facing issues with a Government Agency (Anatel).
How could we transform the contact center operation for a service that was systematically failing to attend customer expectations?
Comprised of a complex multi-parties environment, focused observation was key to the project success, as well as building confidence and fostering collaboration to build a common view of the issue and come up with creative ideas to solve it.
It took some time for participants stop pointing fingers and start collaborating more effectively, but it eventually happened as they realized the depth of their interdependencies and started holding accountability for decisions taken as a team.
By adopting an agile approach, hypothesis and ideas could be tested within shifts of the contact center operation. Team leads played a role supporting their respective cells, to expedite the learning curve. Improvements and failures were jointly reviewed and focused groups and workshops were executed to help in specific tunings. And eventually, Anatel ratings finally started to turn back to green.
Interaxa is a global integrator of technology solutions for Contact Centers with a solid presence in Brazil, where they have grown quite fast and decided to re-design their internal relationships to improve service delivery.
The project was about learning their current contracts and capabilities, designing the necessary organisation, assets and competences to help Interaxa transform its once not formal processes and centralised governance towards a collaborative high performance service organisation.
By observing teams playing a role in service delivery, it was possible to rapidly build a shared vision of the typical flows. Since teaming up was already a common practice in the organisation for solving daily issues, the workshops were very productive and many good ideas came up.
A new approach for operating governance was jointly created and helped a lot to improve relationships. The project was later extended to other Interaxa operations abroad.
Claro is a company of group TelMex and plays a leading role in Brazi's mobile telecom segment. It was looking for improving relationships and customer loyalty in a highly competitive scenario and decided to establish a specific transformation programme for this purpose.
Observation, research and analytics played a major role in the scoping phase. A number of opportunities for re-design were identified and had to be later grouped, priositised and delivered in separate projects. Each project identified a specific set of contributors, including people from inside and outside the company boundaries.
People from quite different backgrounds and lines of work were engaged and the richness of the discussions and different perspectives helped create a positive environment. Given the nature of the programme, constant communication with the company's senior leadership was a key success factor, responsibility of the Programme Manager.
The programme was quite successful in delivering value creation and benefits to the business. In particular, the store sales approach was completely re-designed and the clients gained autonomy as self-services were launched in a specific customer portal. Store layout, products portfolio, contact center operations, and even furniture and work uniforms were transformed as a result of discussions and ideas that resulted in a new customer relationship model.