During my 3.5-year tenure, I led my team to achieving a number of objectives, ranging from successful product launches to developing psychological safety in times of changes, where the scale-up Chargemaster transformed into bp's leading ev charging division.
x6
I grew the team from 4 to 25 team members. This required constant change management and clear communication, and sometimes conflict prevention.
15
Products ranged from B2C Mobile app to B2B SaaS, and included communication channels such as emails and app notifications.
Orchestrating omnichannel interactions with customers required in-depth knowledge of customer journeys and system behaviours and capabilities.
6
The team went from all-rounded product designers to more specialised practitioners in the following areas:
If the integration of sub-disciplines was seamless, I had to pay attention to ensure that product designers seeked help from the specialists on the right subjects.
+ 32%
We grew bp's internal CX maturity score from 4.1 to 5.4/10 in less than a year. My team was used as a reference for successfully implementing best practices.
Constant business strategy change made it hard to give time and focus to develop inviduals in the team, so some transitions couldn't be performed in the required timeframe due to lack of equipment to face ambuiguity and pressure.
Good knowledge of financial mechanisms and accounting terms helped me navigate corporate processes and get the necessary approvals to ensure operational continuity.
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The Quadruple Diamond