LEADING COMPLEX, MULTIDISCIPLINARY DESIGN PROJECTS

AI-Driven Digital Tools for a Global Automotive Brand

(Senior UX Designer 2025)

Challenge: Redesign legacy workflows and investigate how AI could enhance customer and dealer experience across a national network.

My Role

  • Led cross-functional design research with stakeholders across dealerships, product, and innovation.

  • Facilitated moderated interviews, insight synthesis (using Askable and Dovetail), and RICE-based prioritisation.

  • Designed validated AI-powered features in Figma for use across web and internal tools.

Impact

  • Delivered 6 stakeholder-approved concepts for dealer tooling.

  • Approved for development inclusion across multiple roadmap phases.

  • Led to a strategic pivot in the client’s broader AI assistant platform. 

Integrated Broker & Customer SaaS Portals (Finance Sector)

(UX/UI Lead – 2023–2025)

Challenge: Unify multiple legacy portals serving brokers, underwriters, and customers into a single ecosystem with accessible, consistent UX.

My Role

  • Led end-to-end product design across three SaaS portals.

  • Built a scalable design system using Figma; conducted user testing and accessibility audits (WCAG 2.0 AA).

  • Partnered directly with developers for annotated handoff and agile sprint planning.

Impact

  • Reduced design inconsistency by 90%, dev time by 30%.

  • Boosted user satisfaction and system adoption across all three user groups.

  • Future-proofed the digital stack for evolving compliance and branding needs.

Onboarding & SSO Experience for Multi-Unit Construction Group

(Senior UX Designer – 2022–2023)

Challenge: Harmonise customer onboarding and account approval flows across 11 independent business units.

My Role

  • Facilitated stakeholder discovery workshops and journey mapping sessions.

  • Developed personas and prototypes to inform new architecture and interaction models.

  • Led usability testing and feedback cycles to align legal, technical, and customer goals.

Impact

  • Reduced account approval time from 3 weeks to 3 minutes.

  • Delivered a shared UX framework adopted by all units.

  • Set a benchmark for ongoing transformation across the group.

Conversion-Optimised Funnels & Product Launch

(UX/UI Lead – 2021–2022)

Challenge: Redesign high-traffic comparison funnels and help launch a new digital insurance brand.

My Role

  • Conducted full-funnel analytics using Hotjar, GA4, and SEO tools to diagnose drop-offs.

  • Redesigned funnels using HCD and delivered front-end dev using HTML/CSS/JS.

  • Collaborated with SMEs to craft journeys for the new insurance product.

Impact

  • Increased conversion by 18.5% and reduced bounce across key pages.

  • Standardised design systems for 4+ partner funnels.

  • Successfully launched “Qikio” with tailored journeys across web and mobile.

CSR – Time capsuled Business analysis of CSR and competitors, including some ideas & opportunities from past solutions.

Project: Digital Transformation, Single Sign-on & Onboarding

SCENE 1- OPENING AN ACCOUNT

Opening an account / applying for credit. With follow-ups, this activity may take up to 2-3 weeks. CSR credit check opportunities—if they use Experian, they could use Equifax.

Do we have data on how many new and existing CSR customers have completed this credit application? And who fills it in? In a large building organisation, I’d expect the office admin person to fill this in or the wife/partner of a builder/tradesperson. I can’t see a tradie or a builder filling in that form unless they were a one-man show with a tight budget. CSR appears to be the big player in the building sector

https://blog.bizvibe.com/blog/top-10-largest-building-materials-companies CSR is listed here as number 10

Online ordering could be more efficient via a Ai Bot; for old school customers used to a paper form a bot can be similar to calling the Account Manager 

Who processes the credit applications?

Bunnings is a five-day turnaround on approval of credit applications.

See what’s happening here. Store managers Account Managers have created a co-dependent relationship with their customers. The giveaway is that they can text an order to the store manager. How much of the store manager’s time is being swallowed with SMS orders? Email orders are also clunky. They probably find themselves following up on email orders to understand the customer’s needs. This will all eat into a new starters’ onboarding as they will need to get to know the customers personally, not just the internal systems. Argh

SCENE 2- GOING INTO A STORE

CSR CRBs (credit reporting body) they use may include:

You have the right to request CRBs not to:

  • use your Credit-Related Personal Information to determine your eligibility to receive direct marketing from credit providers and

  • use or disclose your Credit-Related Personal Information if you have been or are likely to be a victim of fraud.

The CRBs Boral may use include:

  • Veda, PO Box 964 North Sydney 2059, www.mycreditfile.com.au, 1300 762 207;

  • Creditworks Australia, Suite 1218, 100 Walker Street, North Sydney, NSW, 2060, www.creditworks.com.au, support@creditworks.com.au, (02) 8188 2363.

Can they have an upload plans function that tells the user what material sizes and quotes too?

NO SAP

Bunnings didn’t go with SAP too expensive and would have required heavy customisation https://www.afr.com/chanticleer/wesfarmers-finally-goes-digital-20190827-p52l7m 

He says the legacy systems at Blackwoods, combined with its extensive range of products, had made it impossible for staff to use a computer to check inventory in each of the seven Blackwoods distribution centres in real time. Blackwoods carries about 260,000 stock-keeping units (SKUs). One of the implementation hiccups was the rollout of a new web interface, which caused sales to drop by 2 per cent over a few months. This has now been fixed.

https://customers.microsoft.com/en-us/story/1409307371608358733-cemex-manufacturing-azure CEMEX moved from SAP to Azure :-(

SAP
Number 1 on the list SAINT GOBAIN - https://joinus.saint-gobain.com/en/fra/is/p/65485/83296/sap-project-manager-application-owner

CEMEX 
https://news.sap.com/2020/01/cemex-customer-experience-matters/

HOLCIM 
https://portal-qa.holcim.com/irj/portal

HEIDELBERG CEMENT - 

KNAUF - 

USG - 

BUSINESS ANALYSIS SUMMARY - PROPOSED SOLUTION

Create a streamlined onboarding process for new trading customers that reduces the time to start trading from five days to the same day and maximises customer engagement.

Combine existing credit checks and internal customer forms into a streamlined online application form and approval process.

Ensure new onboarding process broader engagement in a personal way through new and improved customer notifications (e.g., email, web, SMS, paper-based for users, and sales engagements where applicable).

Identify and establish a place to store the relevant customer data for onboarding purposes, including One Company segments and personas.

Ensure most customers' accounts are set up to trade immediately with correct pricing (primary segment where a customer operates in multiple segments).

Implement reporting and analytics to track individual customer onboarding progress by event milestone (e.., account setup, product search, first order, first payment), so that optimisation opportunities can be identified).

Continue to the CSR project pages and see a high-level overview of my methods and the outputs and artefacts used to guide the project to success!