Service Designer and Consumer Psycholgist


Global Mobility

Going from initial research and concept to launching new digital products

A 15-month project to envision the future of Global Mobility, and bring new services to market, with the objective of growing an established international business from $800M to $1.4B by 2021.

What is Global Mobility?

Global Mobility refers to when companies want to move people across borders. This could be anything as small as commuting over a border by car through to a permanent move to the other side of the world.

Around this, a wide range of companies have grown up, covering topics like removals, immigration services, tax and a range of other things.

Our client started in corporate tax, and has expanded into personal tax, immigration, as well as a range of HR support services.

Driver for the project

This is an industry that is undergoing a lot of change as smaller companies begin to move into it, putting pressure on the dominant players. These vary from existing small companies beginning to offer new services, such as removal companies providing immigration services, or tech companies that are building new tools to simplify how services are provided.

The client wanted to explore what the future of the industry might look like, and find either new ways to provide existing services, or new opportunities to provides services.


Phase one

Conducted global research to understand challenges and needs of end users, corporate users and internal teams, co-created solutions, got client buy in for the new vision for the company.

Stakeholder alignment

Started the project conducting interviews with stakeholders across 4 continents to understanding of the current state and the challenges they think the business faced, and undertook a landscape review of direct and secondary competitors to the business.

Global research

After aligning with stakeholders, undertook ethnographic research and interviews in London, Bangalore, Sydney and New York with assignees who were preparing for, were on or had just got back from assignments, and some business travellers. This gave us a deep understanding of the experiences of the whole family before, during and after their assignments.

We also interviewed corporate users and stakeholders such as HR managers, Directors, CFOs etc to understand how they use existing tools, and where they see opportunities increase the value they get from global mobility. 


We also interviewed employees of the client company to understand some of the internal challenges and ways of working, and also met with people in related industries, such as short-term accommodation and concierge services.

Creating and agreeing the vision

Based on the research, we developed key personas, challenges and as-is journeys. We brought these into co-creation sessions with the client and their customers to develop a range of solutions.

Iterating and building on these ideas, we developed a future state journey, and specific opportunities for new products and a backlog of improvements to existing services. The journey began from the moment an employee was considering a moving to another country for a job through to two years later when she was considering moving back or, or onto another assignment. This was presented to and approved by the board and we began planning next steps.


Phase two

Ran design sprints with specialist client teams, focused on prioritised business opportunities, building information architectures, digital prototypes, organisational structures and business cases.

Presenting our future to the market

With research done, a vision for the business, digital prototypes and investment from the client, it was time to present our mew proposition to the market.

I presented our work and prototypes as the keynote at the client's annual Global Mobility conference to 300 executives from the companies such as Daimler, AirBnB, SAP and more.

Design Sprints

Working with the client, we identified 4 priority business opportunities to go into in more detail, building out the business case for investment.

Individuals from parts of the business related to each sprint were invited to our office for two week sprints, where we took them through activities to help understand and shape the new proposition. This included journey and system mapping, organisational design, digital prototyping and user testing.


Phase three

Worked with software developers and business consultants to build new digital services, plan go-to-market strategy, on-going research and design and launch the first product

End of project

At the end of 15 months, our role on the project ended with:

- Secured funding of £70M+ for the continuation of the change programme- The launch of the first product to test clients

- A roadmap for product releases over the next 18 months

- A programme for continued research and design embedded









Making it real

Having secured investment from the business, we moved into a coworking space with an expanded team and began building the first products to take to market, focusing on business travellers and tax and immigration compliance.

We continued research with clients and users, developing personas for corporate users and business clients, a prioritised backlogs of user stories to feed into the agile development teams, and user journeys for future sprints.

We also worked with a branding agency to develop visual identity and alignment with go-to-market strategy.

To ensure continued learning and improvement, we identified clients who were interested in testing beta releases for feedback, and developed a programme with engagement teams to ensure they could gather insights and feed back to our teams.