I am an expert in customer 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 dog-food local business from Sao Bernardo do Campo, Brazil. They offer pet owners the possibility of feeding their best friends with 100% natural food, with a number of benefits including risk reduction of breed typical diseases and lower health costs in the long run. Their relationship model is mostly face-to-face. They have been struggling to scale the business up.
With a modest digital footprint and a stable portfolio of loyal customers, they seek to build digital credibility, improve customer experience and attract new customers.
I embraced the challenge from strategy to execution with a customer-centric mindset. We've started off by leveling their digital footprint by reviewing key assets, webmaster tools, social platforms and reputation.
The first sprint revisited the digital strategy and adopted social-first, focusing on Facebook and Instagram, and addressed the necessary reconfiguration of the business operating model.
The second sprint will lead the adoption of customer-centricity. Starting with education (Human-Centred Design), followed by the craft of the 'Voice of the Customer' (from CX Research to Data Analytics). The idea is to co-create a full cycle of VoC operation, from research to insights to feeding client-related processes - while informing interactions and social media actions.
The client is a reputable Lutheran Church operating at the heart of London City for people from all walks and especially expatriates. Their digital presence offers a website and mainstream social media, but they are 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 acquisition of the 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. The redesign for web performance was prioritised - from amending out of date information to setting up webmaster tools and optimising for search engines (SEO). CX/UX redesign and communications review will come next.
Impact of applying web optimisation techniques:
Other results so far:
The company was assessing opportunities for increasing market share of their auto insurance product, particularly among young drivers. They have had few good results in previous initiatives, but were still to find a better approach to engage to this particular audience.
I played a role as Lead Service Designer
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 joined the team responsible for mapping the current Customer Contact Journey and analysed the Voice of the Customer/Voice of the Employee data to heat map the customer experience and inform the insights.
I also led the thought leadership work stream, researching analyst reports and building specific intelligence to inform the future redesign of the customer journey.
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 operates customer services on behalf of their clients. They had just been handed-over a contract for a country-wide client in Brazil with a history of poor customer service. How could they improve customer experience with a service that was systematically failing to meet customer expectations?
As a first response to the situation, the leadership considered ellaborating a large scale transformation programme. My first contribution was convincing the leadership team due to its dynamic nature, focussing on "100 tiny changes" would be far more efficient than investing on large-scale customer projects - that most often than not struggle to get traction in complex environments. This helped create positive response and build confidence sooner.
Journey mapping was then the next natural step and by selectively pulling customer feedback, it was possible to rapidly heat map the steps and spot the key pain points requiring priority attention. I was then able to make a case for mapping the employee experience as well, and by pulling from employee feebacks, draw and share another important perspective to inform the decision on what to prioritise and how to frame the opportunities.
As the team evolved raising the profile of the customer perspective, it became easier to collaborate, jointly visualise issues and come up with creative ideas to solve them. Service design techniques were then pulled to help solve the identified design challenges.
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 focus groups and workshops were executed to help in specific tunings. And eventually, customer experience ratings finally started to improve consistently - and a specific team was assigned responsibility to keep evolving the customer journey approach.
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 Brazil's mobile telecom segment. They were looking for improving customer experience and fostering loyalty in a highly competitive scenario and decided to establish a specific transformation programme for this purpose.
I was responsible for leading ‘Claro Experience Transformation’, a cross functional programme that redesigned key moments of the customer experience.
The program was designed to help Claro move their thinking beyond customer-centricity towards customer intelligence. It started by reassessing the customer journey and spotting critical moments of truth from the customer perspective - informed by data-analytics from a variety of customer-related sources.
A number of experience inconsistencies were identified, eventually grouped, priositised, approved and actively redesigned in specific work streams, following service design and agile approaches. Cross-functional teams were mobilised and assigned responsibility for the necessary redesign work.
The programme was quite successful in delivering value creation and benefits to the business. An audited 18% cost reduction across the business within its first 12 months was observed and also helped reduce inbound contacts (-6%) and increase NPS (+2 points).
The programme also helped build a better equipped team, appropriate tools, and leaner processes that collectively helped Claro to offer a more consistent and engaging customer experience.