To propose effective solutions, it was essential to gather data. I began by conducting a series of interviews with various collaborators within the Fashion teams to better understand their roles, their interactions with other departments, and their perception of end users.

I then synthesized these insights into a reference document that highlighted several key issues:

• Internal teams had varying levels of digital maturity, leading to inconsistencies in user journeys.

• User knowledge was fragmented and often based on unstructured or anecdotal feedback.

• Design processes lacked a shared framework to ensure coherence, elegance, and efficiency in interface development.

This analysis laid the foundation for a more structured, user-centered design approach, while staying true to the Maison’s aesthetic and standards of excellence.

The priority was to improve user access. With PMs, we first tested a two-step approach (an online platform to trigger interviews and a questionnaire for active customers), which faced limitations (low response rate and underutilized client-CSM relationships). At the same time, I trained PMs in Discovery methods, gradually embedding these practices despite varying support needs.

To consolidate what worked and structure Discovery, with the Head of Design and I, we implemented an Opportunity Solution Tree for each product scope, bringing together product goals, hypotheses, and user feedback in a single framework