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Strategy

STRUCTURE, MEASURE, GROW, EXPERIMENT.

Four levers to give design more impact in your organization, without breaking what already works.

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How I work

My method

Four movements guide every engagement, whatever the topic.

  1. Understand.

    • Observe and map the organization
    • Analyze tools, rituals and tensions
    • Assess maturity

  2. Co-design the solutions.

    • Align Design, Tech and Product
    • Defuse blockers
    • Drive adoption through involvement

  3. Equip.

    • Adapt materials to each audience
    • Make conversations and decision-making easier
    • Reduce meetings to protect time for core work

  4. Make it stick.

    • Avoid dependency on one person
    • Rely on the collective for continuous improvement
    • Encourage peer-to-peer knowledge sharing
Demonstrate & measure impact

Give design the language leadership understands

Measure what your design team creates, without turning it into a KPI factory.

Since 2017, I have helped structure design teams in very different contexts: Glovo, PayFit, BPCE SI, Orange Business and an energy-sector client. Alongside that work, I teach and facilitate workshops, through professional trainings and at conferences including Hatch Barcelona, Hatch Berlin and FLUPA. One question comes up everywhere: “How do I prove the value of what we do, in a language leadership understands?”

The real issue is not producing more dashboards. It is producing the right ones, with the right vocabulary, for the right audiences.

Case studies

Glovo · Joker

Replacing the corporate typeface across the whole Glovo ecosystem

Glovo used a licensed typeface, Gotham, across all its products: customer, courier and partner apps, websites and internal platforms. The license was expensive every year and created dependency on an external provider. I led its replacement with a proprietary typeface, deployed across more than 20 code repositories in 5 alphabets: Latin, Cyrillic, Arabic, Armenian and Georgian. The work required coordination across four teams: Engineering, Brand, Product and Design.

Cross-functional leadership Brand & Engineering Direct ROI
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BPCE SI · NEO3

Measuring the return on investment of a banking Design System

Groupe BPCE used NEO3, an in-house Design System deployed across its applications. Leadership needed a way to manage its long-term profitability: what value it generated, how to measure it and what trade-offs to make. I built a maturity analysis and an economic model for the Design System. Three user profiles were identified: explorers, pragmatists and champions, with different levers for each profile. Four decision indicators were selected, including an automated accessibility score.

Economic model Shared indicators Accessibility
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Structure & align teams

Clarify roles and create dialogue between product, design and tech

Align teams around design, without reinventing governance.

In the organizations I work with, design teams produce work, but they are not listened to at the right moment, and important decisions are made without them. One concern that comes up often in my trainings is the problem of “siloed thinking between teams: design, product and technology.”

Silos within squads and the difficulty of creating a cross-functional vision make it harder to clarify who decides what, when, and how each discipline makes its work understandable to others.

Case study

BPCE SI · 5 parallel workstreams

Industrializing UX practice in a large banking organization

BPCE SI, the information systems division of Groupe BPCE, brings together designers, Product Owners, Business Owners, developers and agile coaches. Design maturity was progressing, but roles were unclear, briefs were inconsistent, and the role of UX remained hard for other disciplines to understand.

I built a roadmap with the team around five parallel workstreams: Communicate, to make design contributions visible; Value UX, to define shared indicators; Frame, to integrate regulatory and legal constraints upstream in projects; Harmonize, to document and standardize the UX process; Professionalize, to train designers in research practices and structure Figma practices.

Each workstream had its deliverables, progress indicators and stakeholders. No big bang: a progressive rollout, every six months, with a formal retrospective to adjust.

Design Ops UX governance Cross-functional leadership 5 parallel workstreams

Case study en cours de rédaction

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Grow people

Hire, onboard and develop skills — while respecting differences.

Develop a healthy team in organizations that keep changing.

Developing a design team in 2026 means navigating a tight market for candidates, a profession being reshaped by AI in day-to-day workflows, and companies that reorganize often. The core of design skills (research, design, attention to detail, problem framing...) remains stable. The workflows are changing. One concern regularly comes up in my trainings: “Lack of continuous learning or upskilling for designers.”

AI creates real opportunities — speed, processing large amounts of data, making technical skills more accessible — and brings risks that need to be named: errors and hallucinations, the need for judgment on complex tasks, and the risk of standardized outputs. Developing a team in this context requires frameworks that support peer learning and onboarding paths that reduce bias.

Case study

PayFit · Design recruitment

Standardizing design recruitment in a hypergrowth scale-up

A fast-growing HR and payroll software company, with a team spread across Europe and a work-from-anywhere policy. Design leadership needed to grow from 15 to 45 designers in a few months, without degrading the candidate experience or lowering evaluation quality. I led a full diagnosis (manager and HR interviews, benchmarking and a questionnaire) then co-created with the Talent Acquisition team a central reference page, profile-specific journeys for product, brand and design management roles, and simplified templates for job descriptions and interview guides. The scorecard and evaluation guidelines were carefully reworked to reduce bias and limit referral-based hiring.

Design recruitment Hypergrowth Bias reduction Profile-specific journeys
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Experiment & reinvent

Testing with my clients what I test on myself

My practice keeps evolving. I test artificial intelligence in my own projects, pair programming with an assistant, and tools that adapt to the person using them. What I learn through experimentation, I bring back into my consulting work and my trainings.

My two labs

Learn with me

Academy

Training programs, individual mentoring and keynotes. The place where what I experiment with becomes teachable.

Visit the Academy
My tools in development

Lab

Tools that adapt to the real pace of the person or team using them. Dynamic planning, adaptive revision, pair programming, mini-commerce. Several can be adapted to your organization.

Visit the Lab
Contact

Shall we talk?

— First call is free, over a virtual coffee.

Free 30-minute discovery call.

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