Role
Innovation Analyst → UX/UI Lead
The first digital transformation and innovation department in Peru's insurance industry. The hardest part wasn't building the product — it was convincing the organisation it was possible.
When the board approved the digital transformation initiative, the technical roadmap was clear. What nobody had mapped was what was underneath: teams that didn't understand why their legacy systems needed to change, staff afraid of being replaced, legal and IT departments with significant internal influence and deep resistance to anything that touched the existing infrastructure.
The conflict between IT and our area wasn't technical — it was political. And navigating it required the same discipline as designing the product itself.
Internal teams were organised around legacy processes — not around user needs or product workflows.
The gap between what customers expected digitally and what the organisation could deliver was significant.
Design thinking was new to the organisation. Every research finding had to be defended.
Three years inside a single transformation. The product shipped. The harder thing — getting an institution to believe a different way of working was possible at all — took longer.
We were the first innovation and digital transformation department in Peru's insurance industry. That meant we had no precedent to point to — every decision, every methodology, every tool had to be justified from scratch.
The biggest battle was with IT and Legal. Moving from legacy systems to AWS wasn't just a technical migration — it was a challenge to how the organisation understood risk, ownership, and control. I ran proof of concepts specifically designed to speak their language: not “this is better,” but “here is evidence that nothing will break, no data will be lost, and your position in the organisation is safe.”
When the design thinking phase came under pressure — because research produces insights, not prototypes — we held our ground. We brought back findings that senior managers had never considered. That was the turning point.
From the case fileThe process covered the full double diamond — from field research and stakeholder interviews, through wireframes and prototypes, to validated solutions. In an organisation that had never worked this way, every phase had to be justified.
Process · Double diamond · La Positiva · Fidelidade
At company events, our work started being recognised not just for what it built, but for how fast it created value. Other departments began allocating budget to us for their own challenges.
We didn't just deliver a product. We demonstrated that this kind of work was possible here — and that changed what the organisation believed it could do.