Context
When T-Mobile Netherlands and Tele2 merged, the company was ready to evolve. They didn’t just want a new look, they needed a new identity that felt more human, more relevant, and more future-facing. That identity became Odido.
Our role at code d’azur (now Hypersolid) was to translate the bold brand created by TBWA into a cohesive digital ecosystem, everything from the consumer website and app to enterprise platforms, TV interfaces, and internal tools. All under NDA. All with a hard launch deadline.
My Role
I joined the project at its inception, before the name Odido even existed publicly. As Experience Strategic Lead, I was responsible for shaping the overall digital experience strategy and setting up the team to deliver it fast.
That meant scoping the work, assembling a world-class team, and creating the operational frameworks to help them thrive. I hired and onboarded specialists in product design, motion, design systems, and CX strategy, while also leading the CX Innovation and Brand Experience Platform streams myself.
This wasn’t about just keeping things moving, it was about building a system where creativity, structure, and speed could coexist.
My Approach
How I scaled strategy, team, and systems to bring a brand to life.
1. Define the ask and shape the strategy
Before Odido even had a name, I was brought in to help define what success could look like from a digital experience perspective. This meant writing the brief while the brand was in its infancy, identifying experience principles early, and aligning on what would matter most to customers once we launched.
2. Build the right team
With the brief scoped and the stakes clear, I mapped out the skills and structures we’d need. I recruited and onboarded specialists in product design, motion, CX, and design systems, not just for their craft, but for their ability to lead. My goal was to build a team that could scale fast without sacrificing quality.
3. Set the structure and rituals
To support autonomy and speed, I created a multi-workstream model with embedded leads, weekly syncs, and shared tools. I introduced design operations rituals that kept us moving fast while staying in sync, retros, check-ins, and shared design critiques across squads.
4. Lead CX strategy alongside execution
While I oversaw team structure and ops, I also co-led our CX Innovation and Value Flow workstreams. I partnered with stakeholders to map out critical customer journeys, align on experience principles, and define what Odido should feel like across every screen and interaction.
5. Guide and empower the team
Throughout the project, my role evolved from setting vision to removing blockers and amplifying my leads. I stayed close enough to coach, but trusted my team to own their domains. My focus was momentum, clarity, and creating the space for great work to happen.
Outcomes
We launched the Odido digital ecosystem on time and in full scope, supporting a company-wide rebrand across every screen and customer. Along the way, we:
Delivered over 100 components via a custom-built design system
Established a motion strategy that brought the new brand to life
Scaled a cross-functional team of 30+, with rituals and ops that outlasted the launch
Aligned marketing, product, and CX teams around a shared experience vision
More than anything, we built trust, across the client, across disciplines, and within the team.
My takeaway
You don’t lead big teams through big change with control, you lead them with clarity. My job wasn’t to have all the answers, but to ask the right questions, design the right systems, and keep the energy focused on what matters.
The Odido project reminded me what’s possible when you start with strategy, build with care, and move with urgency.
