Selected work

A few projects I led, from strategy to implementation.

Each of these started in a complex, often undocumented situation and ended with a business able to act. Client names are hidden in some cases due to non-disclosure agreements.

01
  • ClientLeading bank, Dominican Republic
  • ViaVisa Consulting & Analytics
  • Year2025
  • RoleProject lead, hands-on in diagnosis
  • Timeline28 weeks

Leveraging credit card business through a seamless onboarding for a leading Caribbean bank.

A leading bank in the Dominican Republic wanted the best digital card-onboarding experience in its market: fast to convert, and built to keep customers engaged long after. I led the redesign end to end, from the diagnosis to the governance handover for implementation and continuous improvement.

The challenge

Offer a best-in-class onboarding experience for both debit and credit card clients of the bank through digital channels. It demanded reworking a regulated, technical process from end to end, unify two separate flows (credit and debit) into one, and do it without direct control over the build, which sat with the bank's own delivery squads. The work ran as a strategy-and-design to provide clarity for the implementation and for performance measurement.

The approach

Six phases, from diagnosis to governance handover. A three-day on-site workshop, current-state journeys for credit and debit, nine personas on an income-by-digitalization model, around 78 pain points grouped into six themes, and a heuristic audit set the baseline. A north-star metric, a unified to-be journey on eight hypotheses, a prototype, and user validation turned it into a plan the bank could build.

Key findings

  • A share of the cards that were requested but never activated failed for logistics reasons, not for the experience itself.
  • Most of the journey went unmeasured, so the bank could not improve the onboarding because it did not know where the problems actually were.
  • Clients that start using the card earlier tend to stay longer, raising their life time value. It highlights the importance of a fast and simple onboarding for the business results.
  • The experience broke at several points: missing information, too much data asked of the customer, and channels that were not integrated with one another.

The outcome

The bank left with a to-be onboarding validated with 18 real users and judged viable in practice, a metrics system to steer it, a prioritized development plan, and the documentation to build and run it internally. Two ideas tested especially well: knowing you are pre-approved before downloading the app, and an instant digital card to trigger first use.

What was delivered

  • Current-state journeys and six pain-point clusters
  • Nine customer personas (income by digitalization)
  • Heuristic usability audit and market benchmark
  • North-star metric and MVP analytics dashboard
  • Unified to-be journey with eight validated hypotheses
  • A journey-broad measurement plan, including experience, performance and technical KPIs
  • Prototype tested with 18 users, fit-gap, and roadmap
  • Governance handover documentation
  • Product strategy
  • Service design
  • UX research
  • Metrics & governance

Client anonymized under confidentiality.

02
  • ClientHypera Pharma
  • ViaWEME
  • SectorPharma & women's health (FemTech)
  • Year2024
  • RoleProject lead & business-thesis owner
  • Timeline12 weeks

Transforming the menopause care through digital business.

Hypera Pharma wanted hard evidence before betting on digital services for women in menopause: a large, underserved market it had never entered. I led the engagement and owned the business thesis, from market sizing to a full P&L, turning an open question into an investment-ready plan.

The challenge

Menopause affects a large and growing share of Brazilian women, yet the market is barely explored: symptoms treated in isolation, little research, and women left underserved. Hypera needed consistent evidence on whether a digital service for this audience was a real opportunity, enough to support an investment decision and align the business to the positive impact on women's health care.

The approach

Service design paired with business design. Secondary research and market sizing, then exploratory field work: in-depth interviews, social experiments, quantitative research, concept tests, and a live demand test that ran ads to a landing page, drawing 1.2k women at a click-through well above the category benchmark. That fed four personas, an ideal customer profile, the solution concept (early diagnosis plus personalized treatment), a defined business model, and a full three-year P&L with unit economics and scenarios.

Key findings

  • Symptoms are treated in isolation, so women go through a long pilgrimage before reaching the right diagnosis.
  • 75% of the women who seek care end up without treatment or abandon it early, whether for cost or the lack of a holistic approach.
  • There is a strong sense of being alone and not understood, which eases the moment a woman breaks the taboo of talking about it and finds that other women are living the same thing.

The outcome

Hypera came away with a de-risked, board-ready thesis: validated demand, unit economics that hold up, and a three-year P&L with a clear path to profitability. A concrete go-to-market and a phased "jet-ski" execution model gave the business a fundable path to build. Today, the solution is on the market in beta.

What was delivered

  • Market sizing (TAM–SAM–SOM) for the opportunity
  • Exploratory research and a live demand test with 1.2k women
  • Four personas and an ideal customer profile
  • Solution concept and end-to-end product journey
  • Business model: subscription (B2B/B2C), product revenue share, and consults
  • Three-year P&L, unit economics, and scenario modeling
  • Go-to-market channels and a phased execution roadmap
  • Business design
  • Service design
  • Market sizing & P&L
  • Go-to-market

Confidential figures omitted under NDA.

03
  • ClientRaízen (Shell + Cosan)
  • SectorEnergy
  • Year2021
  • RoleProject lead, end to end
  • Timeline9 weeks

Redesigning post-sales services to scale a renewable energy business.

The renewable energy operation of Raízen, a Shell and Cosan joint venture, wanted to grow from a few dozen large energy clients to more than a thousand. Its post-sales operation, manual and fragmented across two very different business lines, would break under that pressure. My job was to redesign it before it did.

The challenge

Around 40 clients, manual processes, and a mandate to serve 1,000+ with the same team, split across two business lines with very different logics: the free energy market and distributed generation. The harder catch: the critical processes were barely documented, and they were dense with sector specifics, from regulatory duties to SAP billing and long-term pricing. Before designing anything, the current operation had to be made legible.

The approach

Service design as the backbone. Stakeholder and client interviews to build customer profiles, ten critical journeys mapped across the two business lines, and a to-be workshop for each. The future experience was then tied to technical viability through a fit-gap, a target architecture, and a full technical specification, so the vision could actually be built.

Key findings

  • The operation was mostly manual and leaned on a handful of people who held the knowledge, so it could not survive the intended scale.
  • Both client profiles wanted the same thing above all, a lower energy bill, and neither was willing to go through a hard process to get it.

The outcome

Raízen came away with a clear, actionable blueprint for a scalable post-sales platform, detailed enough to become an RFP. The 40-to-1,000 ambition that opened the project now had a concrete path. A rare thing for a nine-week engagement: a future the whole business could see, cost, and act on.

What was delivered

  • 10 current-state service blueprints, across both business lines
  • 10 to-be journeys with layered service blueprints
  • Prioritized platform feature map (MoSCoW)
  • Technical fit-gap and target architecture
  • RFP for the implementation phase
  • 123-page consolidated report
  • Service design
  • Business design
  • Stakeholder research
  • Tech fit-gap
04
  • ClientIED São Paulo
  • SectorEducation & design
  • Year2018
  • RoleFacilitator & strategic designer
  • Timeline6 months

Envisioning the future of an international design school.

IED São Paulo, the São Paulo campus of the Istituto Europeo di Design, had spent years getting efficient. It was time to get ambitious again, without losing the discipline. I helped the school design what came next, with the student at the center.

The challenge

Translate an efficiency-driven cycle into an experience-led future for 2019 to 2021, without giving back the operational gains. That meant reconciling real tensions: siloed departments against collaboration, the student's value against the school's viability, and a strong creative identity against the technical and business demands of the future of work. It also meant earning the buy-in of nearly thirty people who had to see themselves in the plan.

The approach

Three phases: immersion, insights, and proposition. Roughly 27 interviews, 16 strategic documents, and a benchmark of avant-garde schools (Parsons, Kaos Pilot, Team Academy, School of Life). A bespoke framework read each program's "DNA" against competitors across five axes, feeding a student journey, a service blueprint, a value-network map, and a course framework shaped like a business-model canvas.

Key findings

  • Audiences saw the school as genuinely strong in art and creativity, unlike other institutions, a strength that was underused and could anchor its positioning.
  • We identified six minimum key experiences that every course should include to raise its appeal.

The outcome

The incoming IED Brasil leadership got both a future vision and a toolkit to run it themselves: the course framework, a catalogue of more than 40 practices, and a coordination guide. The business thinking that would later define my work was already here, in a course designed like a product.

What was delivered

  • Diagnosis of challenges across short, medium, and long term
  • Course "DNA" framework and competitive analysis
  • Student journey and layered service blueprint
  • Value-network map of internal and external actors
  • Course framework: a business-model canvas for programs
  • Catalogue of 40+ teaching and operational practices
  • 84-page consolidated book
  • Strategic design
  • Business design
  • Facilitation
  • Framework design

How I work

I turn complex situations into things a business can build and run.

I dive into complex challenges, structure what is not yet structured, and design the way forward with the people who live the problem. Then I make it real by building and applying models, tools, and teams.

A

Strategy into product

Translate vision into business models, architectures, and roadmaps that ship.

B

Structure the unstructured

Enter new, dense domains, document what is missing, and build the frameworks that were not there.

C

Research & synthesis

Interviews, benchmarks, and analysis turned into a clear, shared direction.

D

Facilitation & co-creation

Align teams with different interests and stakes around one way forward.

E

Hands-on leadership

Lead and execute at once. A player-coach, close to the work.

F

Deliver tools, not just vision

Canvases, frameworks, metrics, and playbooks the team can run on its own.

Let's talk

Have a complex problem worth solving?

I take on business, product, and innovation challenges where strategy and execution have to move together. Tell me what you are working on.

Connect on LinkedIn Email me