My human-centered approach to service design has
solved stubborn and “impossible” problems
dramatically increasing revenue and seizing new opportunities.
// innovation
// improvement
// transformation
// scaling
// futures
Philosophy
Everything and everyone exists within context.
In organizations, like in any other system, a change in one area affects other aspects of the business. If you fix something in a vacuum, it breaks something elsewhere.
With service design methodology, I take a holistic approach to design and problem-solving that embraces the context and full scope of complexities.
Reinventing a consulting firm through hidden capabilities
Case study #1
// innovation
// transformation
// futures
// maturing industry
A consulting firm wanted to scale its core service and become a major brand.
After a decade of operating as a lifestyle business, this consulting firm's leadership had ambitious plans— dominate their industry as a major brand, but their core service wasn't designed to scale.
Through facilitation, research, and industry analysis, I uncovered critical barriers to their growth ambitions. Rather than trying to force-fit their existing model, we explored a fundamental question— how do you scale an unscalable business?
Through collaborative ideation sessions, I facilitated alignment around the challenges while getting stakeholders invested in reimagining their business model. Multiple rounds of prototype testing helped build confidence in a radically new direction. The answer emerged through this collective process— a completely new business concept that leveraged capabilities the firm didn't even realize they possessed.
Scaling a consulting firm in a growing niche with operational excellence & creativity
Case study #2
// improvement
// transformation
// scaling
// early stage venture
A consulting firm wanted to solve its capacity problem so it could stop turning away potential clients.
A self-funded consulting firm was caught in a growth trap. After two years of uneven demand, they were turning away clients and revenue because they lacked team capacity to execute the work. The Managing Director wanted to hire additional staff but couldn't afford it.
My deep dive into their operations revealed a more fundamental problem: the way they managed existing team capacity and designed their service was causing them to lose money on every single client engagement—threatening the company's survival.
Through facilitation and collaborative ideation, I worked with the team to confront this reality and get them invested in a complete service redesign. Rather than just solving the capacity problem, we transformed both their profitability model and client experience.