Service Design × Change Management
Change by Design
I apply service design methods to organisational change — making transitions clear, collaborative, and built for lasting adoption.
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Service Design × Change Management
I apply service design methods to organisational change — making transitions clear, collaborative, and built for lasting adoption.
Start a conversation
The Problem
Change is everywhere — digitalisation, reorganisations, strategy pivots, and now AI. But in most organisations, it still lands as a top-down announcement: unclear, rushed, heavy on deadlines.
Employees are expected to adopt without context, support, or a real say. Uncertainty remains. Resistance grows. Good initiatives stall.
Service design is the shortest path between where you are and where you want to be.
I make change work by applying service design to the transition experience.
I bring leaders, teams, processes, and technology into the same room (often literally) through fast, collaborative workshops, clear visual tools, and continuous feedback loops. This creates shared understanding, sharp decisions, and practical ways of working that people can follow. It's user‑centred design, applied to organisational change—clear, human, and built for momentum.
The Difference
With the end goal in mind, I focus on the journey people take to get there—so they arrive ready to act.
Typical approach
The Method
Collaborative workshops, visual tools, and tight feedback loops — bringing leaders, teams, and technology into the same room.
My approach
The Outcome
More ownership, faster adoption, and culture that evolves alongside technology — because people shaped the change themselves.
What changes
What I Do
I work with organisations during times of change, ensuring that people feel included, understood, and prepared for what comes next.
I make digital transformation more human. I use service design to uncover what people really need and turn that insight into services that feel simple, useful and easy to adopt — so change creates real value, not just new systems.
Click for a top tip ↓Use journey mapping to see what people go through — first message, first login, first "I'm stuck." Then shape training, support and comms around those moments. Fewer surprises, fewer support tickets, faster take-up.
Click to flip back ↑I help people feel comfortable using new technology and AI in their everyday work. I focus on what they need, where they get stuck and how to make the change feel useful, clear and easy to adopt.
Click for a top tip ↓Use "day in the life" research to see where AI fits — or doesn't. Design the new way of working around the messy bits: tools, prompts, policies and compliance. That cuts confusion and builds confidence faster.
Click to flip back ↑Product launches don't fail on features — they fail in the experience around them. I look at the whole experience around a product: what people need and where they may feel unsure. Journey mapping, listening sessions and simple testing helps you launch products that users find delightful.
Click for a top tip ↓Create a service blueprint before launch. Map the customer journey step by step, then link it to what needs to happen behind the scenes — who sends what, who answers questions, where support sits and where things could fall. It's one of the easiest ways to spot gaps before your users do.
Click to flip back ↑Whether it's achieving sustainability goals, using resources responsibly, or promoting sustainable behaviour — I work with teams to understand current practices, identify resistance, and develop practical solutions that lead to lasting behavioural change.
Click for a top tip ↓Design change with purpose: the messages people will read, the prompts inside tools, the decision checkpoints, the recognition. Prototype a couple of strong ideas, test them with real teams, iterate. Reinforcement — without the nagging.
Click to flip back ↑I create frameworks under which new behaviours can establish themselves naturally. Culture changes when communication, working methods, and leadership evolve together.
Click for a top tip ↓Avoid abstract corporate jargon. Develop concrete, visual tools that give teams a common framework and guide daily decisions — so the desired culture feels natural and intuitive, not imposed.
Click to flip back ↑I treat enablement like a product. I segment people by what they need to do, build strong use cases, and prototype learning support. Training people use.
Click for a top tip ↓Segment people by what they need to do, build a few strong use cases, and prototype the learning support — templates, cheat sheets, office hours, communities. Test it, tweak it, repeat. The goal: training that helps on a real Monday.
Click to flip back ↑How I Work
My mission is to make change an experience, meaning to no longer view transitions as stressful obstacles, but as opportunities for growth, discovery and resilience.
Interviews, observation, and "day in the life" sessions to understand real work, pain points, and what success looks like for different groups.
Journey mapping to reveal key moments — first message, first use, where people get stuck — and where support is most needed.
Co-design workshops to define the new way of working and roles — decisions made together, not handed down.
A service blueprint to align what users see — tools, messages, training — with what must happen behind the scenes.
Test with a small group, learn fast, improve based on real feedback. Small wins build confidence for the full rollout.
Clear communications, practical guidance at the point of need, champions, and lightweight training. Track adoption signals and refine.
Selected Work
Kind Words
What stood out was how carefully the change itself was designed. We didn't just get a new platform — we got an onboarding experience our teams actually trusted, because they'd helped shape it. Adoption was faster than anything we'd seen before.
We'd tried to launch data products before and it always stalled somewhere between the idea and the organisation. This time we had stakeholder alignment, a clear narrative, and a governance structure that didn't slow us down. Two years on, we're a team of over 130 people.
Research was happening, but it wasn't changing anything. What changed was the culture around it — new habits, a shared language, and a way of working that made evidence feel useful rather than optional. Teams started asking for research instead of waiting to be told.
About
Working in IT consulting as a service designer, I've seen that change is constant — and that it almost always arrives without enough context, support, or a real say for the people it affects most.
After experiencing several reorganisations and strategy pivots firsthand, it became clear that traditional top-down methods were expensive, time-consuming, and rarely worked.
I help leaders and teams through digital transformation, AI adoption, cultural shifts, and new product launches — applying user-centred design principles to the experience of change itself.
What I do, I do with depth: collaborative, visual, human, and built for momentum.
Get in Touch
Based in Switzerland.
Working across Europe.
