ROLE
Design lead
DISCIPLINE
Experience strategy & design
01. The challenge
Turning fragmented, manual processes into a unified global platform
The client managed complex, high-value procurement engagements through a largely manual process. With no single platform connecting advisors, clients and providers, information was fragmented, communication was difficult to coordinate and ways of working varied across teams and regions.
The challenge was to create a scalable, flexible platform that would improve consistency and efficiency, support complex engagements and lay foundations for self-service.
Connecting different user groups
Advisors, clients and providers needed a shared experience that supported their distinct responsibilities while improving visibility, coordination and communication.
Balancing structure and flexibility
The platform needed to standardise processes and enable automation without restricting the different ways complex sourcing engagements could be managed.
Supporting user adoption
The solution needed to accommodate different levels of expertise and established ways of working, while remaining intuitive enough to encourage adoption across global teams.
02. My approach
Understanding the complexity before designing the solution
I led the UX strategy and design, working with a cross-functional team of designers, researchers, product managers, business analysts and developers.
Alongside the product manager, we ran a four-day workshop with senior client stakeholders to understand procurement processes, define requirements and establish the foundations for the platform.
Structuring requirements discovery
I developed a framework to guide how requirements were gathered and explored, ensuring we asked the right questions to understand user goals, dependencies and decisions.
Challenging assumptions
I highlighted where decisions were being based on stakeholder assumptions rather than user evidence, influencing agreement to introduce a research programme to the project.
Translating complexity into design
I developed a structured service model and intuitive workflows that balanced the immediate needs of advisors with future client self-service across the global platform.
Framing the problem
03. The outcome
$2 billion
in contract value processed in its first month
10 sprints
to deliver the MVP
Unified global workflows
Replaced fragmented manual processes with a structured digital workflow, creating consistency across global advisory teams.
Automated key processes
Enabled instant provider long-list generation and automated contract creation, significantly reducing administrative effort.
Adopted by global teams
Launched across global advisory teams, with early adoption even before the planned rollout and training.
04. Full case study
Explore the full story
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05. Further exploration
