I am an expert in technology and digital strategy, with a focus on generating ideas to innovate and/or improve services.
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.
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.
* case studies and knowledge specific to the client's sector and segments of interest
* a consensual agenda and resources put in place to support and showcase the selected demos and inform the ideation workshop
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).
* 6 case studies across sectors/geographies showcasing what/how other companies have been doing/profiting from channel shift and impacts to customer loyalty
* Customer insights and analysis of top-10 Moments that Matter and Moments of Value driving the actual customer experience (informing the redesign of the customer contact strategy)
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 Service 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?
Holding a consistent lead position among the anime portals in the UK, AnimeUKnews was urging for website modernisation as its look & feel was falling behind and mobile fans were unattended. Successfully updated by selected volunteer writers, the workload imposed on them by the new website was of particular concern: they needed it to remain considerate to the volunteers' time.
In order to understand the experience of being an anime fan - reading anime news, going to watch an anime film, discussing and collaborating with other anime fans, volunteering to write about anime - a combination of qualitative and quantitative research methods were used to map attitudes and emerging customer behaviours. It included analysis and surveys that helped define personas which were then used in support of the design.
With a comprehensive knowledge of typical interactions, detailed sketches were created to explore concepts, styles and functionalities. Mock-ups were then produced to iteratively validate ideas through tests and creative sessions took place to come up with the new visual character.
Imagery was brought back to the heart of the new look, navigation was totally redesigned, code was rewritten from scratch, and mobile-friendliness is now a feature.
Writers rapidly embraced the new workflow and loved the new look & feel. The share of mobile users grew +40% only 1 month after the launch. Mission accomplished.
Atento is the largest provider of Customer Relationship Management services in Latin America and among the top-3 worldwide. After a change in their corporate structure, the company decided to move its headquarters from Spain selectively to both Mexico and Brazil. A Transformation Program was then launched to build on existing sinergies and establish global functions within the organisation - Procurement among them.
A new CPO was onboarded and the orchestration of the new Global Procurement function was defined to be executed in Brazil. I was assigned to this project as the lead of the Global Procurement PMO, responsible for the deployment of Global Procurement in 6 countries (Brazil, Argentina, Chile, Peru, Spain, and Mexico).
The programme was designed to define and implement a new target operating model as well as facilitate the transition of the existing country-specific Procurement organisations - people, processes, tools and governance. IT was a key partner in this challenge as they were made responsible to ensure corporate systems (SAP and Ariba among them) would be appropriately reconfigured to implement the new Procument processes and policies in each country. Other functions were also onboarded and played a key part in ensuring capilarity and proper risk management - HR/Change Management and Compliance Office among them.
This project was delivered in 2 languages: Spanish for day-to-day interactions and Weekly Progress Report meetings, English for documentation and Senior Management Reporting purposes. Most of the interactions were held via video and phone conferences, since the teams were mostly virtual.
New Global Procurement operating model deployed in 6 countries (Brazil, Argentina, Chile, Peru, Spain, and Mexico).
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.
Vivo is a company of group Telefónica and plays a role in Brazil's mobile telecom segment. It started operating there back in 1998 as a separate business, and was now consolidating backoffice operations with Telefónica, with impacts to the service portfolio and customer experience. In particular, the IT demands management needed to be totally re-designed.
Observation and research highlighted that the companies were very different. It was a challenge to engage the multi-parties with a proper mindset towards knowledge sharing and the creation of a common vision.
By progressively elaborating the themes and continuously fostering collaboration, the teams gradually started to effectively engage. Totally new approaches were created for some parts of the process, better tuned with the new momentum of the companies. Post-it workshops were particularly successful and helped outline a clear roadmap.
The new demands management approach was carefully created to improve relationships and make the information flow among the different actors. The establishment of the new required organisation was facilitated by the fact that the teams had a better understanding of each other's role and contributions to the service delivery.
GM has established a Global team of Portfolio and Programme Management (PPM) to support the delivery of its Global IT Strategy and future IT Global Contracts.
I was made responsible for designing, launching and operating daily functions of the PPM organisation for LAAM region (Latin America, Africa and Middle-East), that should become an integral part of the Regional IT Strategy and Transformation Office.
How should we design the LAAM PMO perfectly compliant to Global PPM standards while still accommodating existing diversity in the various LAAM subregions?
The establishment of a regional PPM was part of a larger Transformation Roadmap, with several programmes targeting the delivery of the future IT Global Organisation. It was preceded by a comprehensive CMMI Level 3 initiative, which helped standardise IT services, procedures, methods and tools.
With the new standardised environment in place, attention was then set to redesign the management of the regional IT investment portfolio. LAAM countries embraced standard processes and tools, but were however not used to play as a team - and a very diverse one. This was particularly challenging from a stakeholder engagement perspective and required a high level of articulation and empathy skills.
PMO LAAM was placed in Florida (USA) with central responsibility for coordinating the efforts in each of the 3 existing sub-regions (Andean countries; Brazil; and Africa & Middle-East), implementing a common approach to PPM in the region (organisation, governance, tools and processes), running periodic Progress Report meetings with CIOs at different levels (country, subregion, and region), as well as consolidating and reporting on progress, benefits realisation and risks to Global PPM teams.
I was also made responsible for leading the PPM competency development, which included working in close collaboration with the CMMI teams - in special, Supplier Agreement Management (SAM), and Measurement and Analysis (M&A) - defining the approach for sourcing SMEs, and developing team members.
One of the ideas implemented to promote engagement across the region was to run PMO meetings segmented by language, depending on the target audience (Spanish, Portuguese, English). Although it obviously required a higher level of effort to run the meetings, the results spoke for themselves: the attendance level and relevance of discussions raised dramatically after the introduction of the new formats, with a clear co-relation to the assertiveness of the milestones and commitments of the projects. The idea was recognized by my peers and partners, and I was awarded a GM Global CIO Recognition for it.
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 program 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 program, constant communication with the company's senior leadership was a key success factor, responsibility of the Program Manager.
The program 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.
Natura is a Brazilian multinational company playing a role in the global wellness industry. They are very active in the digital space especially in social media. This line of work was born however totally disconnected from the IT operation and was resulting in a number of internal conflicts.
How could we transform its digital operation so that IT and Digital Services could better engage and collaborate to offer an improved customer service experience?
Research and analytics played a major role in the scoping phase. Many opportunities for collaboration between Digital and IT were identified since the very beginning.
Many people of their once divided teams were very knowledgeable of specific parts of the digital customer experience. This helped a lot to bring empathy to the discussions which in turn was an important sucess factor since many conflicts and ambiguities had to be confronted.
The project was successful and by the end of the journey a brand new services portfolio was designed.