Service design · Design strategy · Systems thinking
I lead service design in regulated services, where a bad experience affects people’s money, health or rights.
I’ve redesigned services and experiences at Northwell Health, JPMorganChase and now Bank of Valletta. The hard problems repeat wherever trust matters: proving who you are, meeting the rules, and getting help when it counts.
Every service has a line most people never look behind.
I start most projects by drawing one of these with the people who run the service. This one is for applying for something: a permit, a benefit, a GP registration.
The numbers, and the stories behind them.
I read every service twice: once in the data, once in what people say. The fix is usually where the two meet. These are from card replacement experience redesign at JPMorganChase, 2023–24.
fewer calls about lost cards after we redesigned the journey
“Not knowing is nerve racking.”Customer · co-creation session
more customers sorting it out in the app instead of calling
“I was told that the expiration date and the security code would remain the same.”Customer · survey
faster from losing a card to having the problem solved
“When a client is in front of us, I wish I could flag the transactions for the fraud specialist.”Branch specialist
Fixing the service behind the screen.
All projects →2023–24
Lost Card Lifeline
JPMorganChase · Finance · PLATFORM
Every month 800,000+ Chase customers tried to replace a lost card themselves, and around 40% gave up. The card tracker we built became a module other journeys reuse.
2024
Content Velocity
JPMorganChase · Finance · AI · Process
Updating the guidance call-centre specialists read from took 10 to 12 weeks. We found where the time went and shaped six ways, three using AI, to get it to two.
2021–22
Surgery, Start to Finish
Northwell DPX · Healthcare · Process
Northwell was planning a new surgical pavilion. We studied today's surgery experience so the new one wouldn't repeat its problems.
Four rules I work by.
More on my approach →Start with whoever finds it hardest.
Someone who’s ill, caring for a parent, or filling in a form in their second language. Fixing the service for them fixes it for most people.
Don’t assume tech or AI is the answer.
Often the delay is an approval step or a handover between teams. When AI does go in, someone named checks its work, and people can question the decision.
Bring the whole orchestra in.
Most of what frustrates people starts in a policy, a target or a handover between departments. My job is closer to conducting than composing: getting the risk officer, the call-centre lead and the engineer in one room, and running the conversation so they leave agreeing what changes.
Build a team that keeps going.
At JPMorganChase and now at Bank of Valletta, part of my job has been setting up the methods, coaching skills and creating feedback loops so the work carries on after a project ends.
I’ve spent my career in the gap between numbers and stories.
From computational finance and hospitality in Mumbai to healthcare and banking in New York and Malta.
Read the full story →Working on a regulated service?
I’m always glad to compare notes with people in finance, healthcare or the public sector, especially if you’re working out where AI belongs.