Mercedes-Benz

An internal system in a large, top-down organisation

A large internal reorganisation at Mercedes-Benz; Berylls owned the car-allocation system within it. I joined as the designer on that piece.

When I arrived, the project was frozen — no one was really moving it. The system had no worked-out scenarios and no UX/UI.

Restarting the project by mapping how the work actually runs

I restarted it and got it running at pace. I worked out and drew the key scenarios of the allocation workflow — who does what, in which order, and where the old system made it hard — and designed the UX/UI the system had been missing.

Asking the people nobody had asked

In a rigidly top-down company, I went and talked to the actual employees who used the old system and would use the new one — people who, in their words, hadn't expected anyone to ask them. I brought that feedback back into the scenarios and the design.

Moving decisions without formal authority

I worked directly with Mercedes senior managers, technical questions included, and kept the design moving between their priorities and what the employees told me. When the corporate design guidelines from the lead agency arrived, I folded them into the system.

Proof of how I work, not a visual piece

I left the company before the project finished, so I can't claim its outcome. There are no screens to show: it's an internal system under NDA, and I didn't retain assets.

Service thinking inside a corporate product

I can walk into a stalled, politically heavy, stakeholder-dense enterprise project and move it — map the workflow, align senior people, and get the real user's voice into the room even when the culture doesn't invite it.