Operational Planning intake, redesigned.

Owning portfolio strategy and investment prioritization — connecting commercial business priorities, discovery rigour, and measurable outcomes to the way Maersk Ocean funds and advances initiatives.

Context

Operational Planning (OP) is how Maersk allocates investment across its portfolio each year — structurally similar to how a large retailer plans capital and capability priorities across its product and commercial landscape. Initiatives flow through two gates — OP1 and OP2 — and the quality of what enters the intake shapes everything downstream: resourcing, engineering priorities, business alignment, and ultimately value realization. The intake was rich in ambition but inconsistent in how strategic linkage, discovery evidence, and expected outcomes were articulated.

What I did

I owned the end-to-end redesign of the intake: defining the product vision for how planning should work, aligning Product and Platform leadership on a shared prioritization model, and embedding discovery evidence into how initiatives are evaluated before they’re scored. I built investment cases connecting business objectives to capability roadmaps, and drove cross-functional alignment across product, operations, and engineering to make planning decisions stick — not just at review gates, but throughout delivery.

Outcome

What also changed

• Stronger collaboration between Ocean TbM and Business Enabling Platforms (BEP) — initiatives now arrive with cross-team alignment, not after it.
• 3PDF established as the standard reference for product across the organisation.
• Discovery is now expected, not optional — experimentation evidence has a defined role in the planning cycle, raising the quality of investment decisions and reducing downstream rework.
• Shaped a more coherent operating model: business processes, governance, and technology investment are now planned in sequence, not in silos.

Discovery and experimentation as a portfolio capability.

From ad-hoc concept tests to a structured discovery engine — building the capability that connects customer insight to portfolio prioritization and value realization.

Context

The team had appetite for experimentation but no consistent practice. Hypotheses lived in slide decks. Validation often happened after build. Customer feedback came in waves and rarely shaped portfolio decisions in time.

What I did

I scaled both online and offline experimentation — from hypothesis definition through to measurable result — and built it into the team’s rhythm. Workshops surfaced customer pain points and co-created value propositions. Visualisations of the Ocean Portfolio made trade-offs legible to BPOs and leadership. Customer-engagement tools tightened feedback loops so signal arrived earlier and more often.

Outcome

The insights deck

The richest by-product: a strategic insights deck that translated aggregated customer data into portfolio intelligence — surfacing gaps, quantifying unmet needs, and giving Product Owners clear prioritization signals. It became a reference document beyond the immediate team, influencing investment decisions and roadmap direction: exactly the kind of data-driven planning artefact that sits at the heart of mature commercial and retail planning operations.

Service design for a public vaccine tracker.

Leading service design for the Pfizer-BioNTech COVID-19 vaccine tracking website during one of the most consequential public-health rollouts in modern history.

Context

The vaccine was being rolled out faster than processes around it could harden. The tracking website had to be useful, accurate and legally defensible — and the underlying picture changed almost daily as authorisations, dosing schedules and supply logistics evolved.

What I did

I led the service design work end to end — mapping the journey from a public, non-clinical perspective, coordinating with medical reviewers on what could and couldn’t be communicated, and partnering with legal on the wording and scope of public-facing content. Release cycles ran shorter than a two-week sprint; clarity, traceability and well-documented decisions were the only way to keep up.

What it taught me

• Design leadership in regulated, high-stakes contexts is mostly about decision hygiene — recording what was decided, by whom, and on what evidence.
• Plain language is a service: when the stakes are public health, every confusing sentence has a real cost.
• Cross-disciplinary trust gets built faster than you think, when the work matters that much.

A productised design framework for SMEs & Medtech.

Turning the design process into a repeatable, outcome-driven product that small businesses — and later, Medtech clients — could actually use.

Context

The Business Innovation & Design department supported SMEs in mapping their Serviceable Available Market, differentiating with existing customers, and taking initial steps toward adopting IoT. The challenge wasn’t lack of design thinking — it was lack of a method these companies could absorb and run themselves.

What I did

Designed and implemented a productised framework with three clearly defined phases — Discovery, Strategic Planning, and Prototyping — each with measurable outcomes. The framework emphasised short learning cycles and practical implementation for real-world impact, so SMEs could see results inside their own quarter, not after a year-long engagement.

Medtech adaptation

I then tailored the framework for Medtech clients, addressing their need for predictability, efficiency and strict regulatory and compliance requirements. The same three phases, but with much heavier documentation, traceability and validation checkpoints — making customer-centric work compatible with how Medtech actually runs.