BlueSG
I moved BlueSG from virtually no UX process to a structured, widespread practice by proving value through service improvements, then building repeatable research, critique and design-system rituals.
A concise project brief that makes my individual contribution, collaborators and definition of success clear before the detailed process.
BlueSG had inconsistent product decisions, no reliable user-feedback loop and no UX metrics in leadership conversations. Eight in ten feature requests lacked user validation.
Prove value with one win, then turn that win into the way the organisation works.
I connected behavioural, operational and qualitative evidence before choosing a solution. Each signal created a concrete design implication.
Churn research and support data showed that unresolved service issues were affecting trust as much as interface inconsistency.
The first proof point needed to improve a real service outcome, not merely restyle the app.
Teams repeatedly rebuilt patterns and spent 35% of development time fixing avoidable experience issues.
Reusable components, design tokens and earlier critique could reduce downstream waste.
Most feature requests arrived without user validation and UX outcomes were absent from leadership reviews.
Research gates and outcome metrics had to become part of prioritisation—not optional design activities.
I used the NN/g maturity model as a diagnostic lens for behaviour, process and adoption—not as an external certification. The evidence below separates completed change from the next target.
I started where customer pain and operational performance were already visible: the Customer Relations Centre. Churn research, interviews and a Double Diamond service-design intervention made the value of UX concrete before I asked the organisation to change how it worked.
Turnaround fell from 1.5 hours to 7 minutes; agent no-reply tickets fell 92%.
I used the CRC post-mortem to show management how research, collaboration and iteration led to the result. We then defined cross-team responsibilities, established a shared voice and tone, and secured support for broader research and design practice.
Design shifted from a cosmetic service to an evidence-led product capability.
I introduced a detailed Double Diamond SOP, discovery critique, weekly design critique, a Miro research repository, an always-on participant panel, accessibility standards and a tokenised design system connected to delivery work.
Research became reusable, UX metrics reached leadership, and tokenised components reduced development cost by 25%.
The current work is to embed user evidence in more roadmap and operational decisions, help other departments use the same problem-framing practices, and measure adoption—not simply the existence of UX artefacts.
Stage 5 is a direction of travel, not a completed maturity claim.
The artefacts were useful because they helped the team make choices. This is the evidence-to-decision trail behind the final experience.
The contact-centre journey had visible customer pain and measurable operational performance.
Use a focused service-design win to demonstrate value before proposing organisation-wide change.
Documentation alone would not change daily product and engineering behaviour.
Pair the Double Diamond SOP with critiques, workshops, research participation and delivery gates.
Inconsistent UI, accessibility gaps and repeated build work came from fragmented ownership.
Create shared tokens, components and standards while spreading decision ownership across functions.
I treated the operating experience and the interface as one system. Each lens solved a different part of the same problem.
Shaping the ecosystem, hand-offs and operating model.
Turning service decisions into clear, usable product behaviour.
Used contact-centre research and a focused service-design intervention to create an early, measurable win: support turnaround fell from 1.5 hours to 7 minutes and agent no-reply tickets dropped 92%.
Turned one successful project into a shared way of working through post-mortems, stakeholder workshops, a voice-and-tone system and a clear cross-team collaboration cadence.
Introduced a detailed Double Diamond SOP, weekly critique, research repository, always-on participant panel and tokenised design system as durable infrastructure.
Connected user evidence to prioritisation and began spreading user-centred methods beyond Product and Design. This is the work moving BlueSG toward Stage 5; it is not presented as completed.
These constraints shaped the solution, the order of work and the compromises I made with the wider team.
A large transformation proposal would have sounded theoretical before teams experienced design value.
I started with an operationally measurable CRC problem, socialised the result and used that evidence to open the door for broader practice change.
Teams still needed to ship while research and critique habits were being introduced.
I used lightweight checkpoints at discovery and hand-off, then increased rigour as the habits became familiar.
Replacing every screen at once would have created cost and delivery risk.
The design system grew incrementally around active roadmap work, allowing reuse and accessibility gains to compound.
Stage 4 is the achieved state; Stage 5 is the next target. I used the NN/g model as a diagnostic framework—not as external certification.
Research evidence now informs roadmap prioritisation.
Design and engineering share one tokenised source of truth.
Regular critique, research and learning rituals continue beyond individual projects.
UX outcomes are visible to product leadership on a regular cadence.
My strongest contribution was connecting a service win, a product operating model and shared design infrastructure into one change programme.
Culture changed faster when I made customer and business outcomes visible, then reinforced them through small recurring rituals.
I would baseline maturity and adoption earlier, with a dashboard for research coverage, component reuse, accessibility and outcome ownership.