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LEAD & OPS

DESIGN LEADERSHIP AND ADVISORY

Rethink both customer and employee service experiences, within an extremely fragmented product ecosystem.

SFR.jpg

Overview

Joined SFR in the context of a company-wide visual redesign, with the primary mission of designing and implementing a Design System that would be:

  • available and scalable for B2C website teams, and

  • fully operational for the strategic product I led as Lead Designer: the customer service agent platform (after-sales service).

 

The core objective was to deeply rethink both customer and employee service experiences, while controlling transformation costs within an extremely fragmented product ecosystem.

Scope & people management

Initial management of 2 designers, followed by a scale-up to 6 designers to support the scope and pace of transformation.

 

Cross-functional design leadership across product, engineering, and business teams, within a highly constrained regulatory and operational environment.

Key challenges & responsibilities

Design System & cross-team structuring

  • Creation and rollout of a Design System built on the new brand identity, designed as:

    • a shared foundation for B2C experiences,

    • a production-ready toolkit for complex internal products.

  • Definition of standards, components, patterns, and usage guidelines, ensuring consistency, scalability, and delivery speed across teams.

 

Product transformation & service architecture

  • Complete redesign of the customer service product architecture, within a highly complex setup:

    • over 500 dedicated products,

    • more than 500 teams, each addressing a specific customer issue.

  • Design of a unified service platform (“Bridge Experience”):

    • a single, central experience for customer service agents,

    • orchestrating existing products within one platform,

    • avoiding costly, large-scale product rewrites.

  • Re-centering the experience on real user needs, while respecting industrial, legal, and budget constraints.

 

Methodology & delivery

  • Definition and enforcement of a target architecture and end-to-end design methodology, enabling:

    • team alignment around a shared vision,

    • delivery of the company’s after-sales transformation ambitions within one year,

    • UX industrialization at scale.

Impacts & outcomes

Experience & satisfaction

  • CSAT increased from 1/10 to 8.2/10 through redesigned, unified, and readable service journeys.

  • Transformation of a critical after-sales experience into a controlled, consistent, and compliant service ecosystem.

 

HR & operational performance

  • Trial period conversion rates improved from 5% to 68% for long-term contracts, with an additional 8% converted to short-term contracts, reflecting a major improvement in employee experience.

  • 70% churn reduction, driven by:

    • lower cognitive load,

    • improved usability,

    • clearer, more coherent workflows.

 

Legal & strategic impact

  • As a direct result of the redesigned after-sales journeys, SFR was able to exit a legal action initiated by the State, which had deemed the existing customer service journeys non-compliant / unlawful.

  • Design positioned as a strategic lever for compliance, risk reduction, and business protection, far beyond UX alone.

NEXT UP

#LEAD DESIGN & OPS

DESIGN LEADERSHIP AND ADVISORY
PRODUCT & PLATFORM STRATEGY

Lead the large-scale redesign of internal management tools and dealer-facing platforms.

Lead Design & Mobile expert

BMW engaged me as a lead design expert to drive the large-scale redesign of internal management tools and dealer-facing platforms.
 

The objective was to transform legacy, desktop-only systems into fully responsive, mobile-first solutions, aligned with increasingly mobile teams and modern usage patterns.

 

At the start of the engagement, most tools had remained unchanged since the early 2000s, resulting in low adoption, poor usability, and a CSAT score of 3/10 across the ecosystem.

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