slb
The challenge
How do you turn a complex, largely manual customer delivery process into one connected digital platform?
The objective
Create a unified customer delivery platform for one of the world's largest energy companies.
Customer delivery depended on processes that stretched across different roles and systems. Much of the work still happened through email, phone calls and in-person coordination.
Workshops with SLB subject matter experts helped us understand how customer delivery actually worked day to day. We used what we learned to shape a product that supported the business from the initial request through final delivery.
Learning the Business
Workshops with SLB subject matter experts gave us a direct view into how customer delivery worked day to day. We used what we learned in those sessions to shape the workflows, then brought ideas back to the group and refined them together.
We connected the steps of customer delivery into one workflow shaped around how the work actually happened.
New requests
New work entered the system through a structured request process that reduced the back-and-forth of gathering information manually. It gave teams a consistent way to capture what was needed up front and created a shared record that could follow the job through the rest of the process.
Operations feed
Drawing on familiar patterns from social media, the operations feed brought active work into one place so teams could quickly see what was happening and move into the details behind each job when needed.
Scheduling and sign off
Scheduling, ordering and sign off brought the final stages of delivery into the same workflow. Teams could manage availability and equipment needs in context, then formally close the job once the work was complete. What had once been handled across separate processes now had a clear path from request through completion.
Building the system
As the platform expanded, the design system had to support very different workflows without forcing every part of the product into the same structure. We built a flexible system of components, patterns and templates that could accommodate different use cases while keeping the experience consistent. When SLB introduced a major rebrand, we evolved the system to support the new visual language. The underlying product structure stayed intact.
The outcome
Customer delivery moved from manual coordination toward a connected digital experience that supported the work across multiple roles. The project gave everyone a clearer way to understand the process and work from the same model. For me, it reinforced the value of learning the business before designing the solution.