Portfolio

1. Stephen Aris
Transforming Business
Designing for people –
delivering value.
You may call it:
Service Design
Design Thinking
User Experience
Research & Design
stephenaris.com
+44 [0] 7976 282618
Skype: stevearis

2. What have I been doing the last few years ?
Primarily large scale business transformation projects.
Acting as the lynch pin between the business, the user
and design technology teams.
Helping to discover, define and deliver people centred
products and services that deliver value.

3. Just a few examples

4. Helping Surrey County Council create a holistic future vision of their digital interactions with residents,
staff, and partners. Including but not limited to digital channels, sensors, IOT and external data.

5. Aligning user needs with digital strategy and policy intent so that programmes could evaluate impact.

6. Placing users with discrete needs at the heart of the services. Highlighting opportunities and capability
improvements for moments that matter.

7. Communicating technical capabilities and future enhancements. Using data to enrich and elevate user experience
whilst providing powerful insight and planning opportunities

8. Creating hypothetical user journeys for research and exploration during discovery.

9. Health tech - Amplifon
Creating a remote care telemedicine service for the Worlds largest hearing aid retailer.
Giving hearing professionals situational awareness of their patients healthcare.

10. • Business, design and tech alignment against project and business goals.
Focusing efforts on value and service innovation.
• End to end user journey mapping.
• Instigated a test and learn approach to the design process.
• Design team optimisation and tooling.
• Qualitative research.
• Employee and market by market stakeholder interviews to define proposition
and localisation gaps.
Amplifon

11. Is everyone on the same page? Creating a shared client/ agency understanding,
uncovering unmet needs, prioritising effort and creating a mixed backlog.

12. Using a service blueprint to align multiple/ global teams with a shared
vision, highlighting touch points, systems, processes and people.

13. Service mapping

14. Mapping back stage processes to identify process change opportunities,
policy constraints, training and systems development needs.

15. Banking - Nationwide
Focused on shaping service design team activity for agile at scale digital
banking transformation. Specifically account origination, open banking, and
visa card controls. Using customer insight and research, AI and predictive
analytics to create better customer experiences that align with strategic
business objectives.

16. • Business, tech and design alignment. Resetting against value within a complex
legacy business.
• Current account opening user journey target state definition.
• Account switching processes
• Qualitative research with customers – in home and in branch to help inform
business and empower design teams.
• Employee interviews – gathering pain points and internal process for review
• Mobile app, gambling controls, visa card controls design and test.
Nationwide – Banking Transformation at scale

17. Humanising a technically led program of work.
Taking customer account origination into the cloud had lost sight of both their customer expectations and
other dependencies.
Mapping the build components against the user journey for the first time to give the business and scrum
teams a view of how the component ‘blocks’ delivered a holistic user experience. This helped to refocus
them on delivering customer value whilst future proofing their solution.

18. It’s never too late to innovate!
In this instance the programme had a long technical history but creativity was needed to unlock the
value that it could deliver. Service design empowered the business to look at the art of the possible
and challenge their pre-conceptions. By allowing the design teams space to ideate, undertake
research, prototype and test. A cultural shift, and process changes were necessary to instigate an
evidence based test and learn approach to decision making.
Reduce waste, increasing value

19. Current account blueprint: with Vishal jain
Creating a service vision by defining target states

20. Waitrose
Problem
I needed the business to have a shared vision and to understand how the right customer experience would
impact on their business metrics and KPI’s. At the same time giving all stakeholders a voice so the business
could see their opportunities and challenges in relation to the customer experience.
A planning solution was needed that would frame the user experience in context to the business goals
Finding the solution
A cohesive strategic view of this multi channel retailers e-commerce offer was needed to break the cycle of
tactical fixes to the online business – the user experience was getting lost and the business was loosing
sales opportunities and causing frustration to their astonishingly loyal customer base.
But where should they start?
Creating an over arching customer journey formed the basis of this framework and formed ‘pillars of
excellence’ that we could build upon.

21. Waitrose
• Lots of stakeholder engagement, interviews and contextual
enquiry
• Lots of background, insight and analysis
• Lots of data analysis, and assessment
• Lots and lots of post it notes
• Lots of extra calories
At the end the I created a blueprint to map out the insight from all the
sessions. It looked a little like this…..

23. Business KPI’s mapped against user journey

26. Over 100 recommendations for improving the customer experience
against KPIs were identified from each sector of the user journey.
Each was assessed in terms of complexity and customer benefit. Projects
in the 'sweet spot' moved into scoping with full business support.
Each then went on to wireframe and development.

27. The National Apprenticeship Service
Problem
Analysing data and interviewing stakeholders quickly revealed that the service
did not understand their user base, user journeys were broken and tactical fix’s
had no impact.
A more strategic view of their future offer was needed. To provide insight I
started by segmenting their user base. Which was broader than they first
thought.
The UK Governments National Apprenticeship Service identified that they were
under performing and not achieving policy objectives. They operate a complex
public facing online system that manages and communicates to Apprenticeship
candidates, employers and training providers.

28. Candidate personas

29. Candidate personas

30. Reducing margin erosion through maximising fill price sales
Improving store specific sku availability and range forecast.
“The right stock in the right store at the right time”
A highly manual and complex process
System to drive £3bn sales and £1bn profit
Sainsburys Plc
Stock allocation & replenishment

31. Helping a long running failing project to refocus and reframe the
problem. Whilst also providing UX tactical support
Identifying the ‘system users’ against a backdrop of ‘we don’t
have any users
Creating a product vision to drive towards

32. Sainsburys Plc
Stock allocation & replenishment
Helping a long running failing project to refocus and reframe the
problem. Whilst also providing UX tactical support
Identifying the ‘system users’ against a backdrop of ‘we don’t
have any users
Creating a product vision to drive towards

33. • Research
• Design thinking
• Storyboards

34. Summit Media
Peugeot Citroen
Selling new and used cars online. User journey strategy, conversion funnel and
lead optimisation for ecommerce.
Jaguar Landrover
Classic part sales. Idea development and strategy

35. Defining a method to analyse user journeys through the retail and
ecommerce sites in order to optimise conversion funnels.
Groupe PSA

36. User experience framework and conversion funnel

37. JLR – Classics Division
Selling classic car parts through a JTBD framework

38. Every story starts with Listening.
More? Lots more available on request