I make complexity decidable.
I’m looking to join an organisation facing transformations where technology, operations, user behaviour and system constraints have to evolve together.
FRAME
Before choosing a solution, decide what must change.
YOU
Business, tech, leadership, the field: everyone shares the ambition, but no one sees the same one.
Decisions that lock in the future are already underway, yet what should change for users is still unclear.
No one can say what must be made possible. Effort spreads thin, and no one can tell if it worked.
TOGETHER
I give ambition the precision of a design project.
I start from the field and the organization's goals to establish what must change, and under what conditions.
I make the directions tangible so we can decide together.
I turn choices into frameworks: methods, priorities, metrics, a Design team.
I don’t lead Design where its role begins after decisions are made.
DECIDE
Disagreements persist while their consequences remain abstract.
YOU
Arguments clash. People debate positions, not options.
Each team judges its direction within its own scope. No one judges what it does end to end.
We commit before we can check. The effects show up at launch, when turning back is costly.
TOGETHER
I put decisions to the test of their consequences.
Research, journeys, prototypes: I make options comparable.
For each one: what it enables, what it weakens, what remains uncertain.
I take a clear stand on experience quality so we can decide on something concrete.
I don’t manufacture consensus to avoid a decision.
SUSTAIN
What we design depends above all on how we work together.
YOU
A direction is set, but it runs through teams with different priorities and different ways of designing.
Quality rests on a few people constantly making up for poor coordination. It cracks as you scale.
Methods and standards may exist. The conditions to apply them don't.
TOGETHER
I build the conditions for a team to deliver quality that lasts.
With designers and business teams, I structure the moments where we observe, decide, design and check.
I clarify ownership, put useful practices in place, and tie Design to the outcomes the organization tracks.
I grow a team that keeps quality high.
I don’t make designers carry the organisation’s inconsistencies.
CONNECT
An experience breaks down at the boundaries the organisation no longer sees.
YOU
The problem shows up at one point in the journey. Local fixes don't hold, because the cause also lies in tools, rules, operations, or relationships between players.
Everyone improves their own part, and the problem moves to another team, a partner, or the users.
No one has a shared map of where action actually changes the experience.
TOGETHER
I design the connections the experience depends on.
I move back and forth between the field and the decisions that shape the system.
With the people involved, I map the dependencies and pinpoint what can change: a service, a rule, a tool.
I check who gains, who carries the effort, and whether the problem has simply moved.
I don’t move the problem elsewhere and call it a solution.
All case studies.
I turned a new design approach into practice
After the product and service economies, the experience economy has matured and the transformation economy is emerging (Pine & Gilmore, The Experience Economy). Organisations increasingly promise transformation to the people they serve, yet the experiences they provide often remain transactional. Transformative Design gives designers the means to design the passage from a promise of change to a transformation that is actually lived: new ways of relating to oneself, others and the world; new behaviours; and a greater capacity to act in more constructive ways.
I keep asking how design practice can evolve. So I built an applied approach from academic research, developing its methodological framework and tools alongside the researchers who established its theoretical foundations.
I apply the same rigour to improving the product and the organisation that produces it.
That is what 20 years of practice—at Biogen, ManoMano, Ubisoft, PSA, Disneyland Paris, in agencies and elsewhere—have taught me. I bring the same level of attention to shaping a strategy as I do to reviewing a component produced by my team: moving from macro to micro without sacrificing either. People and systems matter equally, both in what we design and in how we work together: listening, understanding dynamics, making decisions together. And above all, enjoying the work.
The rest of the story—why the d.MBA, why ENSCI, why me—is on the About page.