Portfolio
& Career Path

THE CHALLENGE:

Taking advantage of the existing knowledge from all the research performed by the mexican telecommunication company market research area, therefore being able to understand which studies were running in real time and what outputs they provided.

 

METHODOLOGY:

Through qualitative research, in-depth interviews were conducted with the main internal users and executives who use the data and the findings at the different areas of the client.

 

OUTPUTS FROM 2 YEARS OF PROJECT

• Diagnosis of the project

• Design and programming the platform (a powerful search engine for uploading, finding and tracking market studies).

• Implementation of the tool.

 

MY ROLE IN THE PROJECT:

Project leader. For two years, I guided the team in designing and implementing the tool. Designers and developers were recruited to build the solution.

THE CHALLENGE:

Designing an online platform for brokers to create structured derivative products and offer them directly to investors. The solution generated scalability, reducing process steps, and broadening the reach of users.

 

METHODOLOGY:

The project was divided into 3 phases:

 

• Immersion and co-creation: We spent 2 weeks full-time inside the client business operations office in order to map their service journey. During this process, we also sketched the initial screens together with the client. 

• Prototyping and testing: we spend most of our time translating sketched screens into a high-fidelity working prototype. This prototype was tested with Brokers during task analysis sessions.

• Development: After the tests, the last few weeks were used for designing interactions, UX and UI to all screens.

 

OUTPUTS FROM 3 MONTHS OF PROJECT

The designed platform exceeded the expectations of simply being a quoting and calculation tool, becoming a network between traders, brokers and investors.

 

MY ROLE IN THE PROJECT:

As the manager of the first project we had with this client, I participated in the research process and was in charge of structuring the deliverables and co-creating the interactions with the team.

THE CHALLENGE:

Creating a digital business model through the Mibanco Digital Alliances area, where the main challenge was to overcome the traditional banking model through a digital model connecting their strategic partner (Uber) to a Fintech (MO) and Mibanco itself.

 

METHODOLOGY:

A squad was created within the digital alliance, the Tetris team:

 

• Alliance prospecting: Through co-creation sessions with Uber and Mibanco, we defined a potential digital alliance, signed contracts and everything necessary to start the design.

• Execution and design: Developing a vision of the offer, co-creating the product, designing the first MVP of the product.

• Growth: Having the results of 3 months of MVP, the continuity plan of the project was defined.

 

OUTPUTS FROM 6 MONTHS OF PROJECT

More than 2,500 savings accounts were opened and 1,400 nano credits were granted digitally to driver partners.

 

MY ROLE IN THE PROJECT:

As the Designing Strategist of the Digital Alliances area, I had to form the team, determine the methodological course and closely follow the team in all phases of the project to make sure we reached our goals. As a result, the Tetris Product Owner was promoted to Manager due to good outcomes.

THE CHALLENGE:

Training all Insitum offices in the Digital Transformation and methodologies used to integrate design capabilities with development and technology teams.

 

METHODOLOGY:

The following phases were structured by the Digital Strategy area to train Insitum consultants:

 

• Content structure and design: The scope of the training, moderators and major topics were defined. Presentations and module materials were developed.

• Pilot: A first pilot was carried out in Lima to the digital strategy leaders in each country, to validate and discuss the outcomes of the Bootcamp.

• Implementation: The Bootcamp (2 full-time workdays) was deployed in Mexico City, where participants from Argentina, Colombia and Mexico were included. Later it was replicated in Spain, Argentina, Peru and Colombia.

 

OUTPUTS FROM 3 MONTHS OF PROJECT

• Standardization of concepts and methodologies

• Generation of a Video and Physical Materials Kit to support learning.

• 100 designers trained in 2 months.

 

MY ROLE IN THE PROJECT:

As Digital Strategy Global Head, I lead the development and the strengthening of capacities of INSITUM consultants. The Bootcamp became one among other training and investment initiatives in our human capital.

THE CHALLENGE:

Redesigning the new Agile management model to support students of the Interaction Design and Animation career in carrying out their degree projects.

 

METHODOLOGY:

The Interactive Design III course was structured as follows:

 

• Work in Sprints: Sprints of 2 weeks each were defined for the incremental development of the project. Each sprint with its respective ceremonies, POs and a Chapter of Advisors.

• Components: Students worked on specific objectives through large tasks or moments of the project, developed through the following steps of a sprint: Research, Conceptualization, Testing, Prototyping, and Communication Components.

• Progress board: Through a burn-up chart, we visualized the progress in the user stories of the sprint.

 

OUTPUTS FROM 4 MONTHS OF PROJECT 

• Development of a management model playbook.

• Implementation of an innovative way of reaching the results.

• Strengthening of collaboration and extreme transparency in communication.

 

MY ROLE IN THE PROJECT:

To generate the Agile management structure and implement it for the first time with the students of the Integral Design Project III course unit. During the classes, I moderated workshops and offered feedback to improve the day-to-day life of the team. The project is still ongoing at the moment.

THE CHALLENGE:

Consolidating an area of user experience design and research focused on people, integrating the business vision, strengthening the capabilities and culture of the team.

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METHODOLOGY:

The Insights & Design COE (Center of Excellence or Expertise) manages and facilitates design and research throughout the Pacíficio Seguros corporation, with a team of professionals who mainly advance:

 

• Diagnosis of the area: To identify areas of opportunity in the medium and short term (quick wins).

• Operating model: To generate greater efficiency in the teams and greater engagement of people in their projects.

• Specialties: To have a clear model of what design specialties are needed and requested by the company to achieve its goals: Service & Product Design and Design Research.

• Career and culture map: To retain the team and create a space for professional growth.

 

OUTCOMES:

• Through the operational model, we improved efficiency to 100% in less than a year, going from 12 challenges / squads to 24, without losing quality.

• Through the career maps and defined specialties, we managed to match the professionals to roles appropriate to their experience and abilities.

• As a consequence, 80% of the team obtained salary improvements.

• The COE managed to fully meet  the demands and challenges posed by each quarter.

 

MY ROLE IN THE ORGANIZATION:

As COE Lead of the Insights & Design area, I had the main responsibility in organizing the teams to be able to participate in the tribes. I also mentored design and research leaders, managed the area's budget, ensured the quality of the deliverables of the designers, and presented our results each quarter to the entire company and management committees.