HOW I HELP ORGANIZATIONS EVOLVE

Context

A major Dutch financial services group, inherently risk-averse, needed to look beyond quarterly roadmaps and define what customer experience could look like in 2035. The real challenge was building the appetite for innovation inside a culture that naturally resists the unknown.

Challenge

Innovation in a risk-averse financial services environment requires more than ideas. How do you align executives around a future that doesn't exist yet? How do you make Agentic AI and emerging technology tangible enough to invest in?

My Role

• Brand Experience & Innovation lead for Agentic AI layer
• Brief development and agency vetting for concept work
• Co-creating concepts with agency partners
• Building the Innovation team from scratch
• First Agentic AI concept and delivery plan for a total digital ecosystem in Achmea history

Outcomes

• Clear need for a dedicated Innovation & Strategy team established
• Agentic AI layer direction defined as a first for Achmea
• Executive team aligned on future vision and innovation priorities
• Innovation team structure and mandate approved by C-level

Context

A full rebrand being executed in-house for the first time. The project is in its beginning phase, and the real work is translating brand strategy into experience principles that govern every digital touchpoint: products, platforms, and customer journeys.

Challenge

How do you turn brand strategy into experience principles when no one has done it before? How do you create digital consistency across a total ecosystem without killing creativity? How do you align teams that have never worked together?

My Role

• Leading total rebrand in-house for the first time
• Developing experience principles for this brand, first time ever
• Aligning marketing, product, and design teams
• Starting governance framework from scratch
• Creative direction and cross-functional collaboration

Outcomes

• First total rebrand executed in-house in brand history
• Experience principles in development for this brand for the first time
• Governance framework in progress for brand consistency
• Cross-functional collaboration model established between marketing, product, and design

Context

A growing design organization needed to evolve beyond execution. The real work was not building a maturity model, but developing people: helping designers become leaders, managers make better decisions, and teams build creative confidence.

Challenge

How do you evolve Design beyond execution? How do you build creative confidence in a risk-averse culture? How do you turn individual talent into collective capability?

My Role

• Facilitator for creative sessions, sprints and design critiques
• Sparring partner for DesOps and C-Level
• Strategic sounding board company-wide
• Coach for UX designers and team leads
• Mentor for creative and strategic growth

Outcomes

• Stronger cross-team collaboration and knowledge sharing
• Increased creative confidence across the design team
• Shared design principles adopted organization-wide
• Improved partnership between Design and Product