Digital Design of Service.

The business context

The output was a document. The real problem was coordination.

Designing a drilling service requires many disciplines to align customer objectives, technical plans, operating ranges, risk, evidence, and approval before execution.

The previous process collected screenshots from specialist applications into a final repository. Validation could confirm that something had been uploaded—but not that the underlying design was complete, consistent, or ready for a decision.

The organization needed more than a digital form. It needed a repeatable system that assigned accountable contributors, adapted to well complexity, exposed missing or conflicting work, governed sensitive information, and produced a trustworthy service record.

Discovery

Research across roles, tools, handoffs, and countries.

I led discovery through interviews, contextual inquiry, workflow observation, workshops, process mapping, artifact review, and prototype testing. Participants represented engineering, operations and delivery, product, customer-facing roles, leadership, and process owners.

The research showed that unclear requirements and late changes created rework; teams organized planning packs differently; disconnected applications drove duplicate entry; reports required manual reconstruction; and handoffs obscured progress between design, assembly, verification, and delivery.

One participant estimated that preparing a usable technical design could consume up to 80% of a workday. The opportunity was to improve both information quality and the way people coordinated around it.

What I did

Designed the process around accountability and progression.

1. Built and directed the UX team.I established the research agenda, assigned workflow areas, reviewed quality, and kept parallel design and implementation coherent.
2. Structured one connected lifecycle.Intake, job definition, trajectory, precedent, operations, engineering, collaboration, documents, and governance became parts of a traceable journey.
3. Made roles operational.Permissions, assignment, read-only states, commercial access, and section visibility let many contributors work inside one model.
4. Offered guided and expert paths.A role-aware flow supports new users while experienced contributors retain direct access to specialized work.
5. Preserved discipline ownership.A shared view surfaces aligned, overlapping, or conflicting operating ranges while edits remain with the responsible discipline.
6. Integrated AI with human controls.AI accelerated exploration, synthesis, critique, documentation, audits, and handoff; domain experts and designers retained decision authority.

Selected interface work

Making a complex process feel directed.

The delivered experience gives occasional users a guided path while preserving direct access for specialists. Progress, ownership, requirements, and cross-disciplinary alignment remain visible without flattening the underlying engineering work.

Representative reconstruction with fictional project names, values, roles, and operational details.

Outcome

From fragmented evidence to an adopted digital process.

The MVP generates internal and external documentation supporting the initial customer proposal and bid process. After field trials and executive endorsement, the product became the official Design of Service process and entered evaluation at meaningful international scale.

Feedback highlights speed, accuracy, structured data, and improved process visibility. These findings remain qualitative; no unsupported performance percentage is claimed.