B2B Multinational Agribusiness Platform
Client — Global Multinational Agribusiness
Senior Customer/Service Designer — EMEA, SAM, APAC and NAM
Global Team
Brief
I was engaged to lead a global CX research initiative for a complex B2B digital platform. The brief focused on grounding product and commercial decisions in real customer insight through research, persona development, and journey mapping, in order to surface opportunities that drive engagement, efficiency, and long-term value.
Scope
- Regions: EMEA, North America
- Focus: End-to-end B2B customer experience
- Outcome: Foundational discovery to inform prioritisation and future customer validation
1. Internal qualitative interviews
I conducted interviews with stakeholders across multiple regions (EMEA and North America), including Sales, Marketing, CX, and Product. These sessions focused on:
- Customer needs and behaviours observed in the field
- Internal processes and decision-making
- Known friction points across the end-to-end experience
This phase also incorporated insights from existing discovery and research artefacts.
2. Cross-functional alignment
I worked closely with Marketing, Sales, and CX teams to align on:
- Priority customer scenarios
- Commercial and operational constraints
- Shared definitions of success
This ensured insights were grounded in both customer reality and business context.
3. Persona modelling & synthesis
Research insights were synthesised into a set of consistent buyer personas, validated across regions to ensure:
- Shared understanding of customer types
- Alignment across teams
- Reusability for product, marketing, and commercial planning
4. Journey mapping & experience analysis
Using internally validated customer scenarios, I created end-to-end journey maps to:
- Visualise the full customer experience
- Identify friction points, gaps, and moments of opportunity
- Highlight systemic issues such as visibility, navigation, and speed
Results and Achievments
Key Results
Created cross-functional alignment around the customer
Established a shared, customer-centric understanding across Sales, Marketing, CX, and Product teams
Shifted conversations from assumptions and opinions to evidence-based decision-making
Enabled teams across regions to speak a common “customer language”
Delivered reusable CX foundations
Developed validated buyer personas and end-to-end journey maps adopted as reference artefacts
These models became inputs for prioritisation, roadmap discussions, and experience design
Reduced duplication and misalignment across teams working on the same customer problems
Identified high-impact experience opportunities
Surfaced systemic friction points affecting adoption, usability, and operational efficiency
Framed opportunities in a way that balanced customer impact with business value
Enabled leadership teams to focus on a smaller number of higher-leverage initiatives
Achievements
Influenced the shift from isolated, one-off pilots to a coordinated, insight-led experimentation model, contributing to the establishment of a centralised pilot hub.
Established a shared, customer-centric understanding across Sales, Marketing, CX, and Product teams, aligning stakeholders around validated customer needs rather than assumptions.
Delivered reusable buyer personas and end-to-end journey maps adopted as reference artefacts for experience prioritisation and decision-making.
Identified high-impact experience opportunities that balanced customer value with business impact, helping teams focus on fewer, higher-leverage initiatives.
Elevated the role of CX research from a supporting function to a strategic input in product and commercial discussions.
Created a strong research foundation that reduced risk and accelerated future customer validation and solution design efforts.
