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Kuehne+Nagel is one of the world's largest logistics companies, operating across sea, air, road, and contract logistics in more than 100 countries. Their Road Carrier Solution (RCS) is the digital platform that manages communication and data exchange between K+N, their carrier partners, and the truck drivers executing shipments. Used by more than 20,000 carriers across Europe, Africa, and the Middle East, it's the operational backbone for road freight: trip instructions, real-time GPS tracking, driver communication, proof of delivery, and status updates, all in one place.
I joined the Road Carrier Innovation Unit as Lead Designer with a brief to close the gap between UX and front-end engineering, and to raise design quality across a platform that had grown faster than its design foundation. When I joined, design existed as a step that happened before development, not alongside it. UX decisions were getting made inside sprints without design input.
The fix was structural. I joined the sprint process directly: picking up Jira tickets, building concept prototypes tied to specific story requirements, and producing UX documentation in a consistent format that engineering could reference without a separate briefing. Every feature track (SCD, EV Routes, Parking, Carrier Profile) has the same document structure: status, goals, HMW, requirements, prototype links, dev-ready sign-off, and open issues. That consistency became the shared language between design and engineering.
I also established a design backlog, a running queue of UX debt, IA improvements, and visual inconsistencies to address outside the feature release cycle. Combined with regular alignment sessions with business stakeholders and management, this gave the team a visible design roadmap and gave leadership the strategic confidence to invest in UX as a long-term capability.
The engagement runs across two parallel tracks: embedding design into the engineering team's way of working, and delivering UX and UI across a portfolio of features and platform improvements. This is a long-form engagement. The goal isn't to ship and leave, it's to permanently change how the team approaches design. Every design decision also functions as a precedent. The style guide, the sprint integration, the consistent documentation format: none of these are outputs in themselves. They're the conditions that make the feature work sustainable as the product scales to more carriers, more regions, and more complex operational requirements.
Alongside the carrier platform redesign, I designed KN-OPS from zero to one: a new AI-augmented operations product built to optimize sales conversion and operational workflows through email and data synthesis with reasoning capabilities.
The method itself was the differentiator. I used AI to move from raw user and stakeholder research to working prototypes in days, synthesizing inputs, generating interaction concepts, and producing testable designs at speed. Those prototypes went straight to business stakeholders, iterating on real feedback to validate conversion workflows and decision logic before any engineering commitment. The result: complex operational ecosystems simplified into clear decision workflows, with faster decision cycles in sales and operations.
The design maturity transformation is ongoing, but already demonstrating significant impact across the global logistics platform. Customer-facing redesigns have reduced support ticket volume by 18% while improving Net Promoter Score across regions. Employee experience platform redesigns have improved self-service adoption for HR and operations workflows by over 40%. The Design Maturity Model provides a clear evolution pathway for a 77,000-person organisation, with progress benchmarked quarterly against strategic objectives. Kuehne+Nagel's design capability is evolving from invisible infrastructure to visible competitive advantage, improving customer experiences, reducing operational burden, and attracting design talent to one of Europe's largest logistics organisations. The foundation laid today will compound over years as design becomes embedded in how Kuehne+Nagel makes decisions.
"Design maturity isn't a destination, it's a discipline. You don't arrive; you iterate."