Context
GM was preparing to re-enter the European market, not just as an automotive manufacturer, but as a full-service mobility provider. With ambitions that spanned car brands, energy solutions, and ride sharing, GM needed to define a holistic customer experience that would resonate with European consumers, who were largely unaware or neutral toward the GM brand.
This was not just about designing for cars, it was about designing for mobility at large, across B2C and B2B, and across multiple national markets with different levels of brand recognition.
My Role
I was brought in as the Customer Experience Lead to define the strategic CX vision and lay the foundations for GM’s new European mobility brand. I worked across design, research, and business stakeholders to ensure the customer was at the center of every decision, from naming and architecture to product ecosystem design.
My Approach
How I shaped a strategic CX foundation to align vision, product, and brand across a future-facing mobility ecosystem.
1. Defined the customer lens for a complex, multi-brand ecosystem
I mapped the full landscape of GM’s emerging mobility services, from EV sales to energy and micro-mobility, and reframed it around customer needs. I advocated early for a systems-thinking approach, ensuring that experience design wasn’t siloed by business unit or service.
2. Grounded the CX strategy in audience insight, not brand legacy
Using a mix of behavioral research and market insight, I helped surface how European audiences view mobility, trust, and sustainability. These inputs directly shaped our experience principles, so the CX vision reflected real user values, not just brand ambition.
3. Built a clear, actionable CX vision framework
I designed a modular framework outlining brand behaviors, emotional drivers, and critical experience moments. This became a decision-making tool used across product, service design, and marketing — helping teams align on how the brand should show up across touchpoints.
4. Shaped the experience infrastructure for scale
I worked cross-functionally to define the systems, teams, and capabilities GM would need to deliver a consistent, high-quality experience at scale — from product onboarding to service support and brand messaging.
5. Brought customer perspective into naming and architecture decisions
I challenged legacy assumptions in early brand architecture and naming conversations, ensuring the emerging portfolio would be intuitive, cohesive, and customer-first, especially in unfamiliar markets.
Outcomes
Delivered a CX vision and framework adopted by product, brand, and marketing teams
Repositioned experience design as a core strategic lever in GM’s European relaunch
Enabled decision-making across multiple tracks with customer-centered principles and systems
Contributed to naming and service architecture using audience insight and behavioral framing
Established a foundation for experience-led innovation across GM’s European ecosystem
My takeaway
This project was a masterclass in building from zero, not optimizing what existed, but defining what should exist. My role wasn’t just to advocate for the customer, but to turn customer understanding into organizational clarity.
As a CX leader, I was most proud of aligning ambition with action, translating a visionary business plan into an experience strategy that could scale, adapt, and evolve across markets. This work reinforced the power of systemic thinking and human insight in building future-facing products and services.
