28 years of navigating organisations through technology transitions.

The challenge

Novable's team knew AI was central to their future but couldn't translate that awareness into daily practice. Individual curiosity existed; collective capability didn't. The gap between 'we should use AI' and 'we actually use AI' was widening.

The approach

An 8-week AI Activation Sprint combining group sessions with individual coaching. Rather than teaching tools, the program started with each team member's actual workflow — identifying where AI could remove friction, amplify quality, or unlock capacity they didn't know they had. Group sessions built shared language and collective momentum. Individual coaching addressed personal blockers and use cases specific to each role.

The Shift

By week 8, the team had moved from sporadic experimentation to embedded AI practices. Each member had identified, tested, and adopted AI workflows specific to their role. More importantly, they had developed the judgment to evaluate new AI capabilities independently — a skill that outlasts any specific tool.

The challenge

idloom already had the basics in place, but AI projects were siloed and adoption was uneven across the team. The question was no longer whether AI mattered; it was how to align customer support, product development, and internal operations around the right initiatives.

The approach

A hands-on AI harmonization engagement: starting with a workshop to align the team on AI's real potential, then identifying and prioritizing key initiatives across departments. From there, structured working groups turned isolated experiments into shared practice.

The Impact

The engagement created deeper integration, broader adoption, and a stronger culture of sharing best practices. What began as uneven experimentation became a more coherent operating rhythm for AI inside the team.

The challenge

The European Parliament faces a dual pressure: growing demand from employees who want to use commercially available LLMs but can't for privacy and confidentiality reasons, and an organizational imperative to adopt AI strategically rather than reactively.

The approach

Working within the newly created AI Service, a three-pronged institutional activation: deploying the GenAI Hub (on-premise and dedicated cloud LLMs), building a competence center to guide users, and animating a community that trains, engages, and supports employees in daily AI usage and mastery.

The Pattern

The same challenge at institutional scale: thousands of people know AI matters, but the path from curiosity to capability requires structure, guidance, and trust. The tools are different. The human dynamics are identical.

The challenge

IRISnet's digital ecosystem was fragmented: multiple disconnected back-ends, semi-manual processes running on Excel spreadsheets stored on shared drives, and no unified experience for customers or employees. Growth was stalling under operational friction.

The approach

Envisioned and led a unified digital ecosystem from scratch. As Product Owner and UX Architect, aligned stakeholders around a shared product vision, designed the complete information architecture and service design, built a design system for cross-product consistency, and supervised a lean development team through iterative delivery.

The Result

• 50%+ customers onboarded in year one
• NPS up by +40%
• Platform adopted as the organisation's primary customer touchpoint
• Architecture (React, GraphQL, API-first) became the foundation for all future digital products

The challenge

The European Parliament website serves millions of citizens across 27 languages. Navigation had a less than 20% success rate — visitors couldn't find what they were looking for. At peak traffic before elections, over 1 million visitors per day depended on an architecture that was failing them.

The approach

Applied Gerry McGovern's Top Tasks Analysis methodology — working directly with its creator. Ran 50+ stakeholder workshops, conducted over 6,000 user tests, and designed a phased implementation plan that replaced the navigation system without disrupting a live high-traffic platform.

The Result

• Navigation success rate: from below 20% to above 82%
• Architecture serving 27 language versions with consistent user experience
• Design system ensuring scalability and maintainability across tens of thousands of pages

The challenge

Carrefour Belgium needed to transition from fragmented channel strategies to a unified omnichannel experience. The organisation had the talent but lacked the shared vision and cross-functional alignment to make it happen.

The approach

Led omnichannel strategy and evangelism — not just designing the experience, but building internal conviction for why it mattered. Worked across business units to create shared understanding of customer intent and removed friction between siloed teams.