A few insights on key projects I lead at audacy
Design is not art, it is about solving problems. Here, you will not find here any visual design but short excerpts of the problems I was challenged to solve and which methodology I used to solve them.
Early IT days lead organisation to multiply systems. On this mission, i lead the process of merging multiple first generation websites into a single application that would facilitate the users experience, the data management and business processes.
In order to help the IT team to achieved their goals, i conducted a process and a design inventory in order to define a common content architecture. Completed with user interviews to catch most common failing process and UX fails, that inventory allowed to set the list of all components needed to fullfill the designed userflows for all user stories
I then conducted the UI design process with a strong attention to details on forms components to avoid common UX errors and specific ones gathered during interviews.
I then lead the front end developpement phase with an atomic design full prototype followed by an angular conversion.
On this ongoing mission, i advised the Design Operations of Auchan Business Unit "Auchan Energies" by setting a more collaborative culture around the digital product & marketing team.
Since 4 years, i introduce multiple design and Product ownership tools : Design Thinking workshops, Prototypes, User Testing, user stories documentation.
Through multiple projects (audit and quick wins, user testing, sponsorship offer, third party accounts), the team digital culture rise up to the point of conducting the creation of new design guidelines for this Business Unit and the firsts steps towards a Design System shared between multiple external teams (Designers, Product Managers, Developers).
Through the redesign of the cegid.com site, i lead a team of selected designers & developers into a year long project that followed the usual steps of a full redesign and restructuring of a major institutional website.
Strategic vision was set using a design thinking approach in order to review and create new user paths and a modern content architecture.
The design phase included the implementation of a new brand identity into a reviewed user interface, that set the first stones of a global digital guideline.
The developpement phase allowed us to reset the technical stack around the existing CMS and adapt a modern developpement approach matching the design components.
Involved in the early days of Delarom history, i supported the founding team by setting the brand.
During this early stage, i lead the design of the brand identity, packaging and key communication elements.
The brand identity included the creation of the brand logotype itself, selection of complementary font and colors for products, print and web.
The packaging guidelines was created upon a selection of key packaging formats including both container and packaging
The Key communications visuals, included advertisement and print works, set the tone for the production of multiple campaign's.
The initial key ingredients of the brand remains unchanged today
Involved in the early days of MyKronoz succes story, i helped the founding team set the brand and all the main user touch points with the brand especially on digital.
The brand universe created included the creation of the logotype and a selection of complementary font, colors and icons. Step by step, a packaging concept completed the brand guidelines as well as Print works (such as user guide guidelines, keynotes, product catalogues or product sheets).
The digital touch points started with the main marketing website, followed by newsletter ans social screens, the e-commerce website, with a final endpoint with the after sells support. All theses touch points where progressively enhanced to match the arrival of new products and the fast growing client base.
The initial key ingredients of the brand universe remains unchanged today.
This particular mission allowed me to drive a team of multiple facilitators during a full week of workshops with one common goal : helping Schneider electric teams adopt a more digital culture and define a methodology to implement marketing automation.
This allowed me to build and lead a team of complementary facilitators (UX, Marketing, Data), craft a journey with multiple workshops allowing employees form diverses business unit to reset their assumptions, focus on the customer priorities, set objectives and design marketing automation flows.
More than the results, those workshops participate in defining and adjusting collaboratively after every session, a methodology that facilitate the deployment of marketing automation through the group multiple business units.