Brand and User Experience had been crucial to Pleo’s success but struggled to maintain the interest and focus when Pleo secured significant investment, leading to rapid staff— and market expansion and an urgent focus on producing table stakes features and dealing with tech debt.
But the growth introduced complexity to what was once a simple expense tool, leaving both spender and admin users with outdated experiences.
I was brought on to refocus brand and design as key business value drivers in the new operational model, ensure research was embedded strategically and introduce content design as a function.
This included operationalising regular communication to the group, opening channels for conversations between staff and leaders and modernising career framework and regular reviews.
