//Case

A Shift in market focus

A Shift in market focus

A Shift in market focus

Leadership // Product Design

// Challenge

A large company in the corporate benefits sector was undergoing a strategic transformation. With increased competition and the entry of new players into the market, the organization needed to expand its operations to include new benefits and insurance offerings.


The project had strong brand appeal, but had been stalled for months due to a lack of strategic alignment among different internal leaders on how to enable this transition.

// My contribution

  • I led the implementation and organization of the partner company's plans.

  • I led the design team in executing the proposal.

// Process and solution

Getting the project back on track

Upon assuming leadership of the design team, I encountered a small team and a climate of low confidence in the project's ability to move forward. My role was to create clarity about the path forward, aligning designers, stakeholders, and executive leadership around shared objectives.

Defining the strategy

Defining the strategy

After consolidating the key lessons already learned, I defined a strategy to accelerate decision-making and avoid rework that had been slowing down the initiative.

After consolidating the key lessons already learned, I defined a strategy to accelerate decision-making and avoid rework that had been slowing down the initiative.

Dual Track Strategy

Based on guidelines validated by leadership, I structured a two-month delivery roadmap based on the Dual-Track model (simultaneous Discovery and Delivery).

Direct action

Direct action

I worked directly in people management, mapping the main strengths of the designers I led in order to strategically divide them: while one team focused on creating the essential interface with the existing database, the other led the discovery of future value propositions. This orchestration ensured operational efficiency without compromising the analytical depth of the design.

I worked directly in people management, mapping the main strengths of the designers I led in order to strategically divide them: while one team focused on creating the essential interface with the existing database, the other led the discovery of future value propositions. This orchestration ensured operational efficiency without compromising the analytical depth of the design.

// Results

The work resulted in a satisfaction rate close to 100% among workshop participants, restored team confidence, and established a shared direction for the initiative. The validations carried out demonstrated interest in the proposal from 6 of the 7 partners interviewed, providing concrete evidence to support the company's strategy and its expansion into new markets.

// Lessons learned

My experience has demonstrated how design leadership acts as a business catalyst, transforming a chronic corporate impasse into a validated, viable, and execution-ready product ecosystem.