I’m a Lead Product Designer with 15+ years across mobility, healthtech and fintech. My work connects customer journeys, operational realities and the product decisions between them.
Each case starts with a short summary, then shows the context, choices, trade-offs, evidence and what I would carry into the next iteration.
01BlueSG had cars available for growth, but too few places where customers could reliably return them. I led the service and product work for a charger-less parking model, from discovery through launch measurement.
02BlueSG had no consistent way to bring customer evidence into product decisions. I started with one measurable service problem, then used that result to establish research, critique and design-system practices that teams could repeat without depending on one designer.
03Customers often needed help during a time-sensitive rental, while agents were handling routine questions and complex exceptions through the same path. I redesigned the service around contextual self-service, clearer escalation and a workable agent model.
04Promotions and issued vouchers lived in different parts of the app and behaved differently. I led a focused discovery and design sprint to create one Rewards hub, then used first-week analytics to see which states customers actually explored.
05A concierge team was coordinating referrals, insurers, clinics and patient updates through one complex spreadsheet. I led the move to a case-and-ticket platform that reduced manual work while keeping difficult decisions with the agents.
06Provider choice relied on experienced agents remembering information spread across several tools. I designed an explainable recommendation layer that brought five matching signals into the existing booking flow while leaving the final choice with the agent.
07For an IMDA design assessment, I proposed MyBusiness Plan as a goal-led layer within GoBusiness. The concept helps a first-time owner see the next safe action, understand what it depends on and know which agency still owns the decision.
08Seventy-three per cent of people completed onboarding, but only 10% reached a first rental. I reframed the problem around activation and redesigned onboarding as three independent blocks that can be moved, combined and tested without rebuilding the flow.
Many product problems begin outside the interface. I look at the operating service and the customer-facing product together, then decide where design can make a useful change.
Understand the people, policies, hand-offs and constraints that shape what the experience can reliably promise.
Translate that understanding into flows, interfaces and product decisions people can use and teams can deliver.
Agree what should change, how we will recognise it and what the evidence can—or cannot—tell us.