Reframed the problem with research and a benchmark.

I analysed how retailers such as Apple, Samsung, Best Buy and Walmart integrate financing, and how users actually evaluate it.

• Users judge affordability early, often on the product page.
• They often leave to check their eligibility and don't come back.
• Some start their search directly on BNPL platforms.

Defined a journey-level strategy.

I mapped the touchpoints from discovery to re-engagement around two questions: how might we make financing visible early, and how might we bring back users who have already prequalified?

Aligned Product, Tech, Experimentation and Legal around a phased plan.

In a Share → Discuss → Decide session, we agreed to ship the low-risk touchpoints first, test the uncertain ones, and keep the changes with bigger dependencies as proposals.

Opened a channel beyond our own website.

Research showed that for high-value purchases where brand matters less, shoppers go straight to BNPL platforms to find where they can pay in instalments. I made visibility there a priority, and Marketing delivered it with our collaboration.

Grounded the work in research across regions.

Between 2022 and 2023 I led on-site workflow visits, beta tests, a survey of 112 users, remote interviews and on-site usability tests. It revealed two barriers:

• Ownership: office managers registered one company account, so HP lost visibility of the architects using the printer.
• Timing: after the long setup, users just wanted to start printing.

Aligned teams around a North Star, not a list of features.

A hardware-first mindset made experience improvements hard to prioritise. I proposed an ideal end-to-end experience, mapped the options against technical feasibility, made resource constraints visible to executive leadership, and set up a post-launch plan to learn from real adoption.

Moved registration to the moments of highest value.

Before assembly, after purchase, while users wait for their printer. After assembly, with reminders on the printer's control panel and in the HP Smart app during daily use.

Designed for the real roles behind every printer.

Office managers create the company workspace and invite their team. Architects join the workspace and register as individual users, so HP gained visibility of the wider team.

Connected it into one experience, and validated it.

With Hardware CX and the UI Lead, I brought the touchpoints together into one journey, simplified the flow, and iterated on placement and messaging through usability and beta testing.

Turned clinical expertise into a co-creation loop.

Listen to dermatologists' workflows, prototype a shared experience, let them explore it on their own for several days, interview them, and iterate. After the beta, remote usability tests revealed three issues: the case-creation flow lacked clarity, data entry felt slow, and performance hurt usability.

Prioritised improvements with the committee.

I turned the feedback into a prioritised list of improvements, balancing clinical needs, technical effort and launch timing.

Simplified the case-creation flow.

Users got lost after a rigid three-step process. With doctors and the medical and communications teams, I replaced it with tabs that guide users to create a timepoint, and reduced the flow from six modules to four.

Reduced input effort without compromising medical rigour.

• Intelligent search replaced long scroll-based lists of clinical variables.
• Optional free-text fields gave flexibility where needed.
• Sections open by default to remove unnecessary clicks.

We validated it by asking dermatologists to create the same clinical case in the new interface and comparing completion times.

Balanced visual quality and performance.

High-resolution 3D avatars slowed the app on some devices. Rather than lowering quality, I introduced adjustable resolution (2K / 3K / 4K), device-based detection and clear minimum requirements.