Hitachi faced growing pressure during the pandemic as operations became fragmented, workflows inefficient, and critical decisions lacked real-time visibility.

We entered the project at a transitional point, inheriting a set of interface screens that lacked cohesive structure or end-to-end user flows. Previous efforts had focused on engineering execution and data capturing over user experience or any strategic vision for scale. The scope was focused and fast-paced, just eight weeks to make sense of inherited materials, define a direction, and deliver tangible outcomes.

I led the design effort within a cross-cultural team, collaborating with stakeholders and floor managers to map the existing experience and identify functional gaps. Through stakeholder interviews and scenario modelling, we shaped flows around key operational needs while I facilitated internal alignment, ultimately delivering an output that not only addressed immediate challenges but also positioned design as a strategic lens and sparked momentum for deeper engagement.