Generali Italia — Agency network dashboard (Agents ↔︎ HQ)
Focus: multi-persona platform + KPI governance + co-creation in an open scrum room
Designed and led the definition of a dashboard/portal connecting Generali Italy and its agency network to manage KPIs, communications, and operational relationship workflows. The work ran through an open scrum room for intensive months, with agents, Generali business and Generali IT collaborating live—supported by rapid prototyping, design thinking and continuous iteration.
- Problem
- Generali HQ and agents needed a shared, reliable digital layer to manage performance visibility (KPIs), communications, and day-to-day relationship mechanics.
- Existing workflows and information were fragmented, creating misalignment, slow feedback loops, and inconsistent interpretations of KPIs and priorities.
- Constraints
- Multi-persona complexity: agents, area managers, HQ business, IT; different needs and permissions.
- Governance & semantics: KPIs mean different things to different stakeholders unless definitions are explicit and agreed.
- Privacy & security: role-based access and careful handling of sensitive commercial/relationship data.
- Feasibility & integration: needed to align to existing Generali systems and delivery constraints without over-designing.
- High-cadence delivery: open scrum room required fast decisions and prototypes that could be validated daily.
- Contribution
- Led business requirements definition with both Generali and agents embedded (true co-design, not feedback after the fact).
- Facilitated design thinking alignment: goals, success criteria, KPI definitions, information hierarchy, and workflow priorities.
- Produced live prototypes (in-room) to validate flows, states, navigation and dashboard hierarchy with real stakeholders.
- Set quality standards for dashboard UX: clarity, auditability cues, consistent components, reusable patterns.
- Artefacts
- Multi-persona map (Agents / Managers / HQ / IT) + permissions matrix (RBAC).
- KPI catalogue: definitions, calculation ownership, update cadence, what good looks like.
- Service blueprint: HQ ↔︎ agent operational loops (comms → actions → outcomes).
- Interactive prototype (dashboard, KPI drill-down, comms hub, tasks/requests).
- Component/pattern set for dashboards: tables, filters, alerts, empty states, exceptions.
- Outcomes
- Produced a shared, delivery-ready requirements baseline that aligned Generali HQ, IT and the agent network on what the system is.
- Established consistent KPI and communication patterns that reduced ambiguity and prevented each stakeholder group from inventing their own interpretation.
- Enabled faster decision-making through in-room prototyping, reducing late-stage change churn and improving delivery confidence.
- Reflections
- For dashboards, semantic governance is as important as UI: the definitions, ownership and interpretation rules are the real product.
- Embedding real users (agents) into delivery rituals turns alignment into a continuous mechanism, not a workshop outcome.
Wibe (BBVA Mexico) — Digital-only automotive insurance launch
Focus: digital-only proposition + sprint-led delivery + go-to-market speed with a small team
Designed the end-to-end digital experience for Wibe, a digital-only automotive insurance offering within BBVA Mexico—running sprint-based design in a highly compressed timeline (from brief to final deliverables in ~3 months) with a hyper-agile two-person team and supporting a launch in under 6 months.
- Problem
- Create a trustworthy, conversion-ready digital insurance journey for a new direct-to-customer automotive product—clear enough to stand without branch or agent support.
- Move from concept to delivery-ready design fast, while aligning business, legal/compliance and technology stakeholders on scope and priorities.
- Constraints
- Extreme time-to-market: compressed discovery, design and validation cycles with limited room for rework.
- Small-team execution: high ownership across UX, UI, content hierarchy and delivery handoff.
- Insurance trust requirements: transparent coverage information, pricing clarity, and predictable states during quote/purchase.
- Regulatory and privacy constraints for customer data, consent and disclosures.
- Operational feasibility: journeys had to match what could realistically be serviced post-purchase (policy management, support and exceptions).
- Contribution
- Led sprint-based design from problem framing to delivery-ready flows: quote → coverage selection → purchase → confirmation and next steps.
- Used rapid prototyping and lightweight user research to validate comprehension (coverage, exclusions), form usability and trust cues under time pressure.
- Defined reusable patterns and a minimal design system slice to keep build consistent across the funnel.
- Partnered closely with product and engineering to keep scope realistic while protecting critical UX states (errors, retries, confirmations).
- Artefacts
- End-to-end journey map and funnel state model (quote, purchase, payment, confirmation, failure/recovery).
- Clickable prototype for core journeys + key edge cases (validation, payment retries, interrupted sessions).
- Content hierarchy guidance for coverage clarity and disclosure moments (NDA-safe).
- Handoff pack: UI specs, component usage rules and acceptance criteria.
- Outcomes
- Delivered a cohesive, delivery-ready experience baseline enabling teams to build and launch a new digital-only insurance journey quickly.
- Reduced ambiguity in conversion-critical moments through clearer information hierarchy, predictable states and robust recoverability.
- Improved delivery confidence by aligning stakeholders around prototypes and a shared state model early.
- Reflections
- When timelines are compressed, the fastest path is often clarity: a tight state model and explicit content hierarchy reduce rework more than extra polish.
- Digital-only insurance succeeds on trust: transparent coverage logic and predictable recovery states matter as much as pricing.
Intesa Sanpaolo Assicura — IVASS 41 (regulatory) digital channel changes
Focus: regulated requirements → trustworthy UX + multi-channel consistency + auditability
Defined business requirements and designed new/updated digital channel functionalities to address IVASS 41 regulatory requirements for an insurance context—introducing compliant flows, disclosures and supporting UX patterns while maintaining clarity and consistency across customer journeys.
- Problem
- Digital channels needed new and redesigned capabilities to satisfy regulatory obligations while keeping experiences usable and comprehensible.
- Regulation-driven changes risk becoming confusing compliance overlays unless integrated into the journey intentionally.
- Constraints
- Regulatory interpretation: aligning legal/compliance intent with feasible product and engineering implementation.
- Multi-channel coherence: changes needed to work across key digital touchpoints without fragmentation.
- Security & privacy: handling customer information and consent/disclosure steps in a secure, privacy-aware way.
- Auditability: designs needed clear evidence and traceability (what the user saw/accepted, when, and under what context).
- Delivery pressure: compliance-driven deadlines and cross-team coordination.
- Contribution
- Led requirements definition and UX design for the required features, translating regulation into journey-level needs, edge cases, and acceptance criteria.
- Designed compliant information/disclosure moments as part of the customer flow (not as last-minute interruptions).
- Defined UI/interaction patterns for readability, explicit acknowledgement, versioning cues, and recovery paths.
- Worked cross-functionally with Product, IT and Compliance to align decisions and reduce interpretation drift.
- Artefacts
- Requirements map: regulation clause → product requirement → journey placement → acceptance criteria.
- Disclosure/acknowledgement flow patterns: progressive disclosure, summaries, confirmations, storage cues.
- Edge-case library: interruptions, retries, channel switching, return later, content changes.
- Prototype set for updated flows (web/app) + content hierarchy guidelines.
- Design QA checklist: compliance visibility, accessibility-aware readability, traceability.
- Outcomes
- Delivered delivery-ready requirements and UX patterns supporting IVASS 41-driven capabilities across digital channels.
- Reduced compliance risk by building traceability and clarity into the journey design (states, acknowledgements, recoverability).
- Improved cross-team alignment (Compliance ↔︎ Product ↔︎ IT) by turning regulatory intent into shared artefacts and testable criteria.
- Reflections
- Regulation is a UX constraint—but also a trust opportunity: clear, predictable compliance UX can reduce anxiety and improve confidence.
- The key is journey integration: compliance steps must feel like part of the product, not paperwork.
SACE — Design thinking workshop for strategy & innovation solutions
Focus: executive alignment + opportunity framing + decision artefacts
Led design thinking workshops for SACE to frame strategic challenges, explore innovation opportunities and converge on actionable solution directions—turning complexity into a shared map, prioritised themes and next-step plans.
- Problem
- Leadership needed a structured way to move from broad strategic questions to clear opportunity areas and actionable initiatives.
- Different stakeholders had different constraints (risk, operations, commercial priorities), creating decision friction.
- Constraints
- Short time to alignment: needed high-signal outputs quickly.
- Complex ecosystem: multiple internal functions, external dependencies and feasibility constraints.
- Confidentiality: workshop outputs required NDA-safe framing and careful documentation.
- Execution focus: outputs had to be usable as inputs for product/ops planning, not just inspiration.
- Contribution
- Designed and facilitated workshop flow: problem framing → ecosystem mapping → opportunity identification → concept shaping → prioritisation.
- Produced clear decision artefacts: principles, scope boundaries, and a prioritised set of opportunities.
- Supported teams in translating workshop outputs into next-step initiatives, including capability gaps and dependencies.
- Artefacts
- Current-state ecosystem map + pain points/opportunity clusters.
- Service blueprint excerpts (high level).
- Concept sketches / low-fidelity prototypes for priority ideas.
- Prioritisation matrix + decision log.
- 30/60/90-day next-steps plan outline.
- Outcomes
- Aligned stakeholders on a shared problem frame and a prioritised innovation agenda.
- Produced concrete outputs usable for planning (themes → initiatives → next steps).
- Reduced ambiguity and improved cross-functional ownership through decision logs and scoped workstreams.
- Reflections
- In high-complexity organisations, facilitation is a delivery accelerant: structure creates momentum.
- The most valuable workshop outputs are the ones that survive the next meeting: decision artefacts, not slides.