Context
Paris Haussmann flagship undergoing digital transformation.
Risks:
- Legacy retail operations
- Paper-based processes
- Siloed departments (sales, logistics, IT)
- Highly diverse frontline workforce
- Modernization needed without disrupting live store operations
My Role
- Built and led a project design team including one researcher and one product designer
- Mapped end-to-end in-store customer experience to identify service opportunities
- Led discovery for staff operational tools and customer-facing mobile app
- Facilitated change management with frontline employees
Key Decisions
Built design capability inside the project
Structured collaboration with PM, PO, CTO, and Engineering.
Embedded design in roadmap decisions.
Adapted methods to retail reality
Replaced traditional workshops with Lego Serious Play for process mapping.
Made operational flows tangible for non-design stakeholders and unlocked cross-team alignment.
Designed staff and customer touchpoints as one system
Mapped the in-store customer journey to identify intersections between staff tools and customer app.
Ensured services were coherent and operationally viable instead of isolated feature launches.
Validated in real conditions before scaling
Ran 4-day live pilot in flagship store.
Iterated on real staff behavior and operational friction.
Shipped Products
Ship From Store
Staff tools enabling in-store fulfillment of online orders.
Hands-Free Shopping
Digital concierge service eliminating bag carrying.
Mobile In-Store Companion
Customer app enhancing the physical store experience.