Better experiences begin by understanding the whole service.
I investigate what customers experience, how the business works behind it, and where the two stop connecting. I turn that understanding into clearer journeys, stronger digital experiences and practical improvements.
Think like a customer.
Understand the operation.
Design the connection.
CONNECTED EXPERIENCE MODEL
Four perspectives. One practical view of the experience.
Customer experience is rarely fixed at the interface alone. The strongest opportunities appear when the visible journey and the operational reality are considered together.
01
Customer
Needs, expectations, questions, confidence and the experience across every relevant touchpoint.
02
Service
The end-to-end journey, channels, handovers, ownership and backstage processes shaping the outcome.
03
Business
Commercial priorities, operational constraints, governance and what teams can realistically deliver.
04
Delivery
Clear content, interfaces, workflows, recommendations and implementation.
SELECTED WORK
Making complex information clearer. Making the processes behind it work better.
Delivered work is separated from discovery, analysis, concepts and recommendations. No unsupported outcomes or research activities are implied.
M&G
Improving client experience through clearer communication and smarter processes
Senior Analyst | January 2022 – June 2026
Worked within a highly regulated financial services environment, supporting the production and delivery of complex investment communications, including annual reports, regulatory publications and client-facing documentation.
My role extended beyond document production into improving the processes, systems and workflows behind these communications. By combining design expertise, operational knowledge, stakeholder collaboration and automation, I helped make complex information easier to manage, reduce unnecessary manual work and support more accurate, consistent and timely delivery to clients.
THE CHALLENGE
Producing regulated financial communications involved multiple departments, complex approval processes, strict compliance requirements and demanding publication deadlines.
Much of the work relied on repetitive manual processes, disconnected systems and coordination between teams. This increased production effort, introduced opportunities for human error and made it harder to maintain efficiency and consistency.
These operational challenges ultimately affected how reliably information could be prepared, checked and delivered to clients.
MY CONTRIBUTION
Client experience and communication: Improved the structure, presentation and consistency of complex financial information, helping ensure client-facing publications were clear, professional and aligned with regulatory and brand requirements.
Workflow and process improvement: Examined existing production processes to identify bottlenecks, duplication and unnecessary manual intervention. Developed more efficient approaches to managing document preparation, revisions, approvals and delivery.
Automation and digital improvement: Developed automation solutions to replace repetitive, labour-intensive production tasks. This substantially reduced manual effort and opportunities for human error, freeing time for quality assurance and higher-value work.
Cross-functional collaboration: Worked with stakeholders across Product, Compliance, Brand and production teams to coordinate requirements, manage changes and maintain quality throughout complex publication cycles.
THE VALUE DELIVERED
A more reliable client experience. Clearer, more consistent financial communications supported the accurate and timely delivery of information to clients.
Greater operational efficiency. Automating repetitive production tasks significantly reduced manual intervention and the time required to complete complex workflows.
Improved quality and reduced risk. More consistent processes and fewer manual handling steps reduced opportunities for errors, while supporting regulatory compliance and quality assurance.
Better connected teams and processes. Improved coordination between stakeholders helped support smoother production workflows, clearer responsibilities and more dependable delivery.
TAM WALSH STUDIOS
Making it easier for customers to discover, choose and purchase courses
Customer Experience · UX · Digital Journey Improvement
Reviewed the customer journey from initial course discovery through to purchase, examining how website content, course information, Kajabi and payment processes work together.
The focus was on identifying where prospective learners might become confused, lose confidence or abandon their journey, and recommending practical improvements to create a clearer, more connected buying experience.
CUSTOMER EXPERIENCE
Course discovery · Clearer information · Customer confidence · Easier course selection · Simpler purchasing
MY CONTRIBUTION
Customer journey analysis · UX and content review · Identifying friction · Website and Kajabi integration · Prioritising improvements
BUSINESS OPPORTUNITY
Reduce barriers to purchase · Improve customer confidence · Create a more consistent experience · Support course enquiries and conversions
TURNER &
JOHNSON
MEDIATION
TURNER & JOHNSON MEDIATION
Helping people understand a sensitive service and take the next step with confidence
Discovery, analysis and proposed improvements
A page-by-page audit focused on service clarity, customer questions, trust, reassurance, information architecture, content design and the enquiry journey.
DISCOVERY
Website audit · Competitor benchmarking · Customer questions · Trust and reassurance cues
ANALYSIS
Information architecture · Service explanation · Enquiry journey · Calls to action · Friction points
PROPOSED IMPROVEMENTS
Clearer service explanation · Stronger sequencing · More reassuring enquiry paths · Prioritised recommendations not claimed as launched
ADDITIONAL EXAMPLE
Anthony Alexandra Associates
SERVICE DESIGN
Designing the full service, not only the visible touchpoint.
Service design gives structure to work Joe has already done: understanding handovers, clarifying ownership, connecting customer-facing communication with backstage operations, mapping processes, improving complex delivery, identifying automation opportunities and aligning teams around a clearer service.
Joe is actively developing deeper formal service-design practice. This sits alongside substantial transferable experience gained through M&G, Pixele, Creativer and operational improvement work.
REPRESENTATIVE METHOD
Customer journey
Discover
Understand
Choose
Act
Frontstage experience
Search & referral
Content & conversation
Advice & decision
Confirmation & support
Line of visibility
—
—
—
—
Backstage processes
Route demand
Coordinate knowledge
Validate & approve
Deliver & follow up
Systems and teams
Channels
Service team
Operations
Platform & partners
Business rules
Eligibility
Governance
Approval
Quality control
Improvement opportunities
Clearer entry points
Stronger handovers
Simpler decisions
Visible ownership
01
Journey mapping
02
Service blueprints
03
Stakeholder ecosystems
04
Touchpoint analysis
05
Operational process mapping
06
Opportunity prioritisation
07
Co-design and alignment
08
Service principles
09
Implementation planning
APPROACH
A clear method, adapted to the evidence and the project.
Not every engagement needs every activity. The method flexes around the organisation, the available evidence and the decisions that need to be made.
01
Understand
Learn about the organisation, customers, services, evidence, goals and constraints.
02
Investigate
Review journeys, touchpoints, content, processes, systems and stakeholder perspectives.
03
Define
Frame the problems, opportunities, service principles and priorities.
04
Design
Develop clearer journeys, content, interfaces, workflows and service concepts.
05
Implement and improve
Support delivery, test assumptions, measure where possible and refine the experience.
CAPABILITIES
Connecting experience thinking with practical delivery.
Breadth matters when the challenge crosses customers, content, operations and technology. Capability is presented at the level genuinely practised—not as expert mastery of every discipline.
01
CX and Service Design
Experience audits · Customer journeys · Touchpoint reviews · Service processes · Service blueprints · Opportunity prioritisation
02
UX and Digital Experience
Website reviews · Information architecture · User flows · Content clarity · Wireframes and prototypes · Accessibility awareness · Figma and Framer
03
Business and Transformation
Workflow analysis · Process improvement · Stakeholder alignment · Governance · Quality assurance · Documentation · Delivery planning
04
AI and Automation
AI-assisted research synthesis · Workflow design · Reusable guidance · Automation opportunities · Human review · Quality control
EXPERIENCE
Creative foundations. Operational depth. A connected view of service.
July 2026–Present
Founder and Experience Consultant
Pixele
January 2022–June 2026
Senior Analyst
M&G plc
August 2005–January 2020
Founder and Brand Consultant
Creativer
Earlier experience
Creative and agency roles
Including Rufus Leonard, M&C Saatchi, AMV BBDO and TMW
TOOLS
Useful tools, secondary to the thinking.
Figma
Figma
Figma
Figma · Framer · Adobe Creative Cloud · Microsoft 365 · Power Automate · Jira · Aprimo · ChatGPT · Claude · Gemini · NotebookLM · Kajabi
Figma · Framer · Adobe Creative Cloud · Microsoft 365 · Power Automate · Jira · Aprimo · ChatGPT · Claude · Gemini · NotebookLM · Kajabi
Figma · Framer · Adobe Creative Cloud · Microsoft 365 · Power Automate · Jira · Aprimo · ChatGPT · Claude · Gemini · NotebookLM · Kajabi
CONTACT
Let’s improve the experience – and the service behind it.
Joe Vasudevan · London, UK
LinkedIn — link to be configured · CV — link to be configured