CX / UX Strategy Lead BUENOS AIRES

I turn customer evidence into products, experiences and business value.

Connecting CX, Product and Business to uncover opportunities, align teams and build experiences that scale.

Leading teams, products and transformation across complex organizations.

Experience10 years in Product & Service Design
Leadership5 years leading UX/CX
LanguagesSpanish · English · Portuguese
Experience Strategy/Customer Experience/Product Strategy/Service Design/Transformation
§ 01 The thing I do

I make invisible value visible.

Customers rarely describe the systemic problem. They describe a detail, a friction, a workaround or something they wish existed.

My job is to recognize the pattern behind those details, make it visible to the organization and turn it into something the business can act on.

01Customer signalA detail, a friction, a workaround, an unmet job.
02PatternThe same signal, repeated across customers and channels.
03StrategyA decision about where the organization should play.
04ProductSomething desirable, feasible and built to evolve.
05Business valueProven in go-to-market, real use and business outcomes.
§ 02 Scale

The scale I work at.

Evidence of the scale and complexity of the environments I have worked in. Figures are deliberately abstracted where confidentiality requires it.

Team of 9
Service Design, UX, Research, Content and CX Operations
Dozens of products
Under a single experience and UX design model
+50 banks and fintechs
Relationships and research as a source of projects
100+ in-depth user interviews
Conducted across the last three years, following research methodology
11K tickets per month
Handled within an efficient service model
Conversion — meaningful uplift
Go-to-market campaigns built from value proposition design
Response time — significant improvement
Customer experience model, case 01
Development efficiency — meaningful gains
Attributed to the design system, case 02
§ 03 How I lead

Leadership is not about owning the answer. It's about making the system capable of finding it.

01

Build teams

Multidisciplinary teams combining Service Design, UX, Research, Content and CX Operations. Up to nine direct reports, hired and developed.

02

Create alignment

Projects that regularly involve 15+ people across Product, Development, IT, Security, Commercial, Strategy and Operations.

03

Develop people

Monthly one-to-ones built around continuous development, mentoring and mutual feedback rather than isolated performance reviews.

04

Move the right metric

Objectives set on value and real business impact, not on output or team productivity alone.

Evidence · in the room
Jobs to Be Done workshop facilitated across functions
fig. 01  Team alignment is fundamental. Jobs to Be Done workshop, facilitated across functions.
Value proposition workshop with Product, Development, Support, Commercial and Strategy
fig. 02  Value proposition workshop. Product, Development, Support, Commercial and Strategy working on the same customer evidence.
§ 04 Selected work

Two problems worth explaining.

From operations to system, from system to evidence, and from evidence to a strategic framework.

Cases are presented for professional and educational purposes. To preserve confidentiality, proprietary information, customer data, operational details, sensitive metrics and internal product, process and system elements have been omitted or abstracted. Results are expressed only through magnitudes and formulations that communicate impact without exposing confidential information.

CASE 01 Experience model · Service design

Turning customer demand into a transformation system

Diverse products, multiple teams, many points of contact. One customer experience model.

Experience StrategyCX LeadershipService DesignCross-functional Transformation
Support demand identified as potentially avoidable
Simpler channel architecture
Significant response-time improvement
Sustained satisfaction improvement
From diversity to one experience model
Dozens
products
Multiple
teams
Many
channels
that diversity surfaces as
Customer demand
read as evidence, it becomes
Product opportunities
Service redesign
Business impact
Context
As the organization and its product portfolio evolved, an opportunity appeared to build a more integrated and scalable experience model, able to connect teams, products and the different moments where customers interact.
Complexity
The challenge was to design a model capable of sustaining a consistent experience as the diversity of products, teams and customer needs kept growing, while making that experience easier to govern and to scale.
Evidence
I analyzed demand qualitatively and mapped it by the job the customer was trying to complete. The recurring questions were about transaction status, unclear product rules, product gaps and insufficient operational visibility.
Decision
Stop treating support as a capacity problem. Support demand became a product signal, and the input feeding it became a permanent channel between Support, Research, Product, CX and Service Design.
Leadership
I worked across Product, Development, IT, Operations and Commercial to redesign the channel model, contributed to the unified experience model and to Close the Loop processes, and helped shape a unified self-service portal for customers. The thinking developed here later became the Layers of Value framework.
Outcome
A common experience model across diverse products and teams, with a simpler interaction architecture, lower support demand and a more consistent customer experience.
The finding

A significant share

of analyzed support demand was identified as potentially avoidable by design, rather than by adding service capacity.

Indicative magnitude. The underlying figure is abstracted for confidentiality.
What that demand was actually about
  • Transaction-status questions
  • Unclear product rules
  • Product gaps
  • Insufficient operational visibility

Support demand stopped being a cost centre and became a product signal — and the mechanism that carried the transformation.

Libertad para operar, podcast de COELSA
On the record

Experience governance, in conversation.

I took part in Libertad para operar, COELSA’s podcast, discussing governance and customer experience: how to design experience models able to connect diverse products, teams and customer needs.

SpotifyLibertad para operar · COELSA · episode in Spanish
Listen to the episode→
CASE 02 Design infrastructure · B2B2C

From design consistency to business scalability

How a B2B design system became a B2B2C experience strategy.

Experience StrategyDesign OpsProduct Strategy
Adopted across the full product portfolio
A shared, reusable component library
Meaningful development-efficiency gains
Higher satisfaction for solutions built with it
The same experience, three hands fig. 03
01Our product

Designed to be easy for the client to interpret and translate, working with banks that run their own home banking.

02Client implementation

We track and control how adaptable the design is, and where it creates friction.

03End user

Receives a consistent experience across different banks: the product arrives with its interaction rules and criteria already defined at the start of the B2B2C chain.

Before ECO · the experience degrades in translation

Design decisions were resolved product by product, without a shared baseline.

Heavy resources spent integrating, understanding and adapting.

Inconsistent solutions, shipped with design flaws.

After ECO · the experience propagates intact

One set of rules and criteria travels the whole chain, so what the end user receives is what we designed.

Context
Products were designed in silos. Customers had to interpret them and rebuild the components inside their own products before their end users ever saw them.
Complexity
This was never only visual inconsistency. Every translation step added integration cost, delay and drift, and the experience kept degrading after it left our hands.
Evidence
The real customer was not only the direct client. The experience continued into the client's own product and reached an end user we never spoke to. That reframed the problem as B2B2C, not as a component library gap.
Decision
Design ECO to reduce the distance between our product, the client's implementation and the end-user experience. Consistency became the mechanism; scalability was the point.
Leadership
I inventoried real needs before defining a single component, and led the system with Development so that integration cost, not visual preference, drove the decisions. UX Content played a decisive role in the satisfaction results.
Outcome
Reusable components and integration kits designed around the environment where customers would ultimately use them.

When a design system considers the destination of its components, it stops being an internal tool and becomes an experience and business advantage.

§ 05 Framework

Layers of Value: my own framework

A product does not create value only because it works, or because it ships within the deadline. It creates value when the customer can understand it, operate it and adopt it with the least possible friction: a complete solution that solves a real, identified problem.

Technical capability is not customer value.

04 Plug & play The customer can adopt it with minimal effort.
03 Operating system The customer can actually operate it.
02 Communication and commercialization The customer can understand it and become interested.
01 API The product exists.
00 Job The real job the customer needs to get done. Everything starts here.
Capability+Usability+Operational support+Adoption=Scalable value

This is not an academic model. It emerged from repeated patterns: APIs that technically existed but generated operational support demand, status questions that monitoring could have answered, documentation and access friction that cooled commercial opportunities, and customers who consistently valued a complete solution over a highly configurable raw API.

§ 06 Also

Other problems I've worked on.

01 Go-to-market

A value chain aimed at effective business

I designed and championed a virtuous flow for building solutions: initiation grounded in evidence, sizing of feasibility and desirability, handover to development without losing value, and commercialization focused on key customers and jobs.

More with less.

02 Close the Loop

Support demand as a product backlog

Turning recurring support demand into product opportunities, so the most voluminous customer input the company owns stops being a cost and starts being a roadmap.

It also covers the configuration, management and governance of the service tools: channel monitoring, metrics, response times, answer templates, triage and continuous improvement.

03 Jobs to Be Done

Reskilling teams around customer value

Workshops I designed and ran across Development, Support, Strategy, Product, Commercial, QC and Integrations, shifting teams from functional output to customer value.

04 Access & security

Security and experience as one design problem

Reducing friction between commercial intent, security requirements and product access.

Security and customer experience did not need to be opposing forces. The system could be redesigned around different levels of sensitivity and intent.

05 Atomic Research

An inventory model for compounding insight

A catalogue and inventory model for research: complementary, evolvable and contrasted insights, plus a base of contacts and integrations with other tools.

It turns research into an asset that compounds, and makes the backstage of the experience genuinely efficient to run.

That asset feeds the backlog directly, turning customer evidence into more useful and better-positioned product experiences.

06 Voice, tone & documentation

From an ungoverned verbal identity to a recognisable one

Audit and overhaul of documentation and verbal identity. The result: service that is recognisably aligned with the company's values, technical documentation that is clear and consistent, and commercial content that is actually pleasant and useful.

07 Unified portal

Many scattered channels into one

Interaction was spread across many separate entry points. Designing and championing a single channel gave us real control over the experience and made it more complete and more pleasant.

It also let us integrate automation, CMS, campaigns and big data, and align concepts that had grown in silos into one homogeneous space.

§ 07 How I think

Systems before interfaces

A customer experience is rarely solved by a screen alone.

Evidence before assumptions

Customer evidence should change decisions, not simply validate them.

Value before output

A finished deliverable is not the outcome.

Collaboration before silos

The best experience often exists between organizational boundaries.

Support is a product signal

Recurring support demand can reveal missing product value.

§ 08 About

I did not arrive here through a straight design career.

01Commercial
02Product Owner
03Product & Service Design
04UX / CX Leadership

I started close to the business, moved through product ownership and design, and eventually into CX and UX leadership. That path shaped the way I work today: I am interested in the space between what customers need, what organizations can build and what businesses can make valuable.

Ten years in product and service design and management, five of them leading UX and CX. Teams of up to nine people across Service Design, UX, Research, Content and CX Operations, and projects that routinely put fifteen or more people from different disciplines in the same room.

I like complex problems. Especially the ones nobody can solve alone.

The same non-linear path, in how I trained

01BA in Communication
02Multiple CX, UX and EX programmes
03Postgraduate in Digital Business
04Specialization in Strategic Design for Innovation
05MA in Sociology of Culture
English

Advanced professional, academic and social experience.

Portuguese

Advanced and natural communication, with experience in social contexts and expanding into professional environments.

Looking for the next complex problem to make visible.

Good experiences don't start with interfaces. They start with better questions.

I'm looking for the next complex problem where customer evidence, product thinking and business value need to move together.

eaneselis@gmail.com→ LinkedIn→