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Observed how reservations, arrival, intake and repair information moved through the store. Led focus groups and user testing with the people responsible for each handoff.
← Selected work
Service Design + Enterprise Operations
Connecting Customer Check-In, Service Intake and Repair Operations
Led the UX work for a connected service ecosystem spanning reservations, in-store kiosks, counter intake and the teams responsible for diagnosing and repairing customer equipment.
07RoleSole onshore UX lead
TeamNearshore design team in Buenos Aires plus U.S. stakeholders
ScopeFocus groups, user testing, architecture, design direction and distributed team leadership
1 onshore UX leadOwned research and design direction
3 user groupsCustomers, counter agents and technicians
Nearshore teamDesign leadership across Buenos Aires
Still in useCore system remains operational today
DESIGN EVIDENCE
The work, in the order it was designed.
The visual sequence begins with the wireframes that defined intake and service decisions, then ends with the connected reservation and production views used in-store.
01
Wireframes and service states
The core screens defined agent access, customer identity, communication preferences, agreements, issue capture and recommendations.
02
Connected operational system
Reservation and production views connected the customer-facing experience to front-counter and repair operations.
THE BUSINESS PROBLEM
A repair visit was one customer journey, but the work was fragmented across multiple roles and screens.
Customers needed to reserve a time, arrive at the store and check in without confusion. Counter agents needed accurate information to intake a device and explain service options. Back-of-house technicians needed the same information to diagnose, repair and update the job.
The redesign had to make those touchpoints behave like one connected service rather than separate applications that happened to share data.
MY MANDATE
Own the experience, not just the screens.
As the only onshore UX resource, I led focus groups and usability testing, synthesized the findings, established the experience architecture and directed a nearshore team of designers in Buenos Aires. I served as the bridge among frontline users, business stakeholders, engineering and design execution.
HOW THE WORK MOVED
Research translated into decisions teams could build from.
Define
Mapped the end-to-end service journey across customers, counter agents and technicians, then identified where missing or inconsistent information created friction.
Design
Defined workflows for kiosk check-in, agent login, alternate-client handling, contact preferences, client agreements, issue capture and service recommendations.
Lead
Translated research into clear direction for the Buenos Aires design team, reviewed work and maintained consistency across a multi-role enterprise platform.
OUTCOME
The outcome was a durable service platform, not a one-off interface.
The experience connected reservation and kiosk behavior to counter intake and downstream repair operations. The strongest validation is longevity: the core system and workflows remain in use today, demonstrating that the architecture was practical enough to survive changing stores, teams and technology.
REFLECTION
The design challenge was orchestration. Each screen had to help the person using it while protecting the quality of information needed by the next person in the service chain.