Elia

Context

Metering, invoicing, contracts, load management: Elia's digital services were scattered, and an industrial client had to juggle several entry points for a single relationship. EPIC had to bring them into one journey while respecting the rules of a regulated sector: who sees what, who signs what, on behalf of which company. I led the full UX cycle, from discovery to the high-fidelity prototype handed over to development.

Objectives

• A single front door — bring metering, invoicing, contracts and load management into one journey.
• Reconcile grid and clients — turn the grid operator's technical and regulatory constraints into screens usable by industrial clients managing their costs, their sites and their projects.
• Room for new services — open the platform to services such as Insights, which help clients manage their consumption from their own data.
• Build with clients — gather feedback from several clients on an ongoing basis, so the roadmap rests on observed use.

Approach & solutions

• Double Diamond — from exploratory interviews with the Key Account Managers, who know each client from the inside, to wireframes and interactive Figma prototypes.
• Co-design workshops — IT, legal, sales and business at the same table: feasibility trade-offs were settled in the room, not in acceptance testing.
• Iterative research and testing — guided interviews and feedback sessions run directly with industrial partners, at every iteration.
• Design system — extending shared components and patterns (invoicing, insights, load management) so each new service reuses the same components as the rest.

Results

• Launch — EPIC has been live since June 2021 as the main touchpoint between Elia and its industrial clients, up to 1,300 accounts.
• Clients involved — major industrial clients take part in the platform's roadmap.
• Less routine work — clients are more autonomous, and Elia's teams spend less time on repetitive tasks and more on the cases that need them.

Context

Connecting to the high-voltage grid means a chain of studies, offers, signatures and document exchanges between the client, their Key Account Manager and several Elia departments. KAMs needed to see that journey as a whole, from first contact to day-to-day management, to find where it got stuck. I designed and facilitated a two-day Design Sprint to map it and draw a first testable answer from it.

Objectives

• See the whole journey — make every step of the service visible to find blockers and room for improvement.
• Connect business and design — align Key Account Managers, technical teams and product owners on a shared roadmap.
• Formalise a long-term vision — lay down a service blueprint and a long-term goal in two days of workshop.

Approach & solutions

• Two-day Design Sprint — a short format to frame the project with the people involved.
• Day 1: align and map — objectives, expected benefits per stakeholder, then the “map” of the current journey, on which the team placed its How Might We notes where solving them would change the most.
• Day 2: ideas and user flows — concepts chosen by vote, the sprint question, then user flows.
• Eight-step storyboard — from a client considering a project to the signed offer, to pin down the key interactions to prototype.
• Everything recorded on Miro — every decision is noted on the boards, so the team can refer to it after the workshop.

Results

• Hypotheses checked before launch — workload and priorities split into stages, based on what IT and the organisation could absorb.
• Written objectives — what the client must be able to do at each step of the connection, and the UX objectives for the rest of the project.