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Jessica Issa
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I’m Jessica, a Service and Systems Designer working across complex public sector environments.

I design and stabilise large-scale service systems - aligning policy, operations and digital infrastructure to deliver resilient, scalable outcomes.

My work spans regulatory transformation, digital platform governance and inclusion strategy, embedding structured delivery models, prioritisation frameworks and evidence-led decision making.

I operate at the intersection of organisational design, service architecture, business design and digital infrastructure.

Always open to projects and ideas.



C.V. 



Education
Bachelor of Arts (HONS),Istituto Europeo di Design, Business Design, Barcelona, First Class Honours
2022

Bachelor of Arts, University of British Columbia, Honours Vancouver, Canada
2018

Employment  North East Lincolnshire Council
Organisation and Service Design
UK
2025 – 2026
Regulatory systems transformation, digital governance, inclusion strategy, operating model design

GTB
Lead Brand & UX Designer
Dubai / Remote
2018 – 2024
Digital platform design, CMS architecture, pricing strategy, delivery operations, cross-market rollout

Moora Foods
Strategic Consultant – Corporate Transformation
Dubai
2022 – 2023
Organisational restructuring, stakeholder alignment, M&A readiness, internal communication systems

Mango
Retail Service Designer
Barcelona
2023
Experiential retail pitch, digital campaign assets, concept rollout

SEAT
Service & Experience Designer
Barcelona
2022
App interface, user flow design, early-stage prototyping

Aerovista
Web Designer (Remote)
2021
Website redesign, content flow, visual refresh for aviation provider

Skills Service Blueprint
Systems Mapping
Operating Model Design
Agile Delivery & Sprint Facilitation
Digital Transformation Strategy
WCAG Implementation
Design System Management
User Flow Mapping
Wireframing & Prototyping
Mobile UX Design
User Research & Testing
Cross-Platform Rollout
Stakeholder Communication
Content Architecture
Figma & Adobe CC
Webflow, Notion, CMS Platforms


Last Updated 01.02.2026
Service Design | Secure Systems | Systems-Led Storytelling






Designed as a scalable regulatory operating model for replication across council services.


Environmental & Regulatory Services Change Programme

Context

CRM migration from Granicus to Salesforce exposed structural weaknesses across Housing, Environmental and Highways Enforcement.

Legacy processes were copied across without redesign, creating operational instability.

The Core Issues

  • 15+ manual steps per case action
  • No embedded prioritisation logic
  • Single points of failure in case assignment
  • Fragmented Arcus-Salesforce integration
  • Limited cross-team data visibility

What I Did

  • Diagnosed system-wide inefficiencies
  • Audited 55+ enforcement forms and workflows
  • Mapped end-to-end Arcus–Salesforce task flows
  • Identified cognitive overload and routing failures

Redesigned workflow architecture
  • Reduced manual decision points
  • Embedded prioritisation logic into case handling
  • Introduced dynamic case routing to remove single-person dependency
  • Aligned CRM workflows with regulatory backend requirements

Established operating discipline
  • Introduced structured sprint cycles across services
  • Embedded regular review, retros and action tracking 
  • Improved cross-service transparency and governance

Impact

  • Eliminated structural single points of failure
  • Reduced officer cognitive load
  • Improved case visibility across enforcement teams
  • Standardised regulatory workflow logic across three services
  • Created scalable model for wider council adoption


Designed as a structured digital operating framework to enable resilient, prioritised and scalable platform delivery.

Digital Platform Review

Context

A council-wide digital platform programme had been running for two years following a technical failure that generated 140+ complaints within 24 hours.

The ambition was to evolve the council website into a resilient, cloud-hosted digital platform aligned to strategic priorities. Despite multiple technical improvements, delivery had stalled and lacked direction.

Core Issues Identified

  • Interim governance with unclear decision authority
  • Homepage redesign in prolonged “revamp” state
  • 6,000+ pieces of content with complex duplication
  • No prioritisation of user-facing content
  • Web team operating in reactive, high-stress mode
  • Workstreams defined but not sequenced or dependency-mapped

What I Did

  • Reframed the programme into actionable structure
  • Mapped cross-workstream dependencies
  • Designed 3x3 impact matrix and prioritisation criteria
  • Created estimated effort modelling to guide sequencing
  • Facilitated workshops across IT, Web, Comms, Research & Transformation

Redesigned content governance workflow
  • Introduced Salesforce submission form with strict criteria
  • Automated routing based on functional vs promotional need
  • Reduced individual gatekeeping pressure
  • Embedded structured decision-making into process

Structured six workstreams into phased delivery
  • Website rationalisation
  • CRM integration & unified digital platform
  • Resident mobile app
  • Marketing Cloud integration 
  • Social media hub
  • Content excellence initiative

Impact

  • Established clear delivery roadmap across six workstreams
  • Reduced reactive content publishing behaviour
  • Embedded objective prioritisation into governance model
  • Improved cross-team alignment and decision clarity
  • Created sustainable digital operating structure for long-term resilience

Established a systemic digital inclusion framework to embed equity into all future service design.

Digital Inclusion Programme

Context

A 2021 digital exclusion discovery dissolved before delivery. In 2025, following the Government’s action plan, the programme was restarted from first principles.

I led the project end-to-end using a double diamond framework, positioning digital as a tool for reducing social exclusion; not the goal itself.

Core Issues Identified

  • Outdated digital inclusion webpages (last updated 2022)
  • Broken links and defunct support pathways
  • Lack of coherent strategy or delivery ownership
  • Fragmented historical initiatives with low uptake
  • Digital capability treated as the problem; not structural exclusion

What I Did

Re-established foundations
  • Conducted quantitative and qualitative landscape review
  • Audited existing initiatives and uptake data
  • Mapped barriers to access and systemic constraints
  • Identified targeted user segments
Led user research & synthesis
  • Facilitated workshops with lived-experience participants
  • Workshop held created 22 user stories 
  • Themed insights into 6 core exclusion drivers
  • Reframed assumptions around “who is excluded”

Designed intervention framework
  • Created storyboard aligned to real-world journeys
  • Structured sprint action plan with stakeholder accountability
  • Developed problem statements and “How Might We” questions 
  • Aligned outcomes with Marmot 8 Principles

Impact

  • Repositioned digital inclusion as systemic intervention, not skills training
  • Created evidence-based foundation for future funding bids
  • Embedded digital inclusion lens into future service discovery standards
  • Established framework to integrate inclusion into all council projects




Role: Concept Designer (Brand & UX System)
Client: Self-directed Concept Neuv
Sector: FinTech
Date: 2025Neuv is a concept fintech platform built around the idea that clarity in finance begins with clarity in design. The goal was to translate data-heavy infrastructure into a high-trust, easy-to-understand interface and identity.

The design language is anchored by a custom mark and a bold logotype using Monument Extended. I paired this with Neue Montreal for clean editorial legibility across interface and system labels. Every asset, from the Insight Grid to the Predictive Engine tiles, was built to feel structured, analytical, and visual-first.

I developed the full system including the layout logic, icon language, colour architecture, tone of voice, and UI hierarchy. From onboarding to dashboard, every screen was mapped as part of a modular system. I built key visual narratives such as 5M datapoints tracked, secure by default, and insight-to-decision moments.

Neuv’s product thinking is expressed as brand balancing emotional trust with analytical clarity.



Client: Mango
Role: Strategic Designer, Experiential & Brand Systems
Year: 2022
Location: Barcelona, Spain
Sector: Fashion / Experiential Retail / Sustainability
Team: Solo project (pitched at Mango HQ)
 Mango - Experiential Retail, Participatory Design, Strategic Transformation

I was brought on to explore a new experiential retail and product strategy for Mango’s flagship store in Barcelona. The brief was wide open: rethink the role of the space, align it with Mango’s Mediterranean heritage, and design something that could inform future business models.

What followed was a strategic proposal to close the men’s line on the flagship’s lower floor and replace it with a modular series of co-creative workshops; Mango Skin, Mango Ceramic, and Mango Parfumerie. These sessions allowed Mango to gather rich insight directly from their customers, grounding product creation and future lines in participatory data rather than assumptions.

The full transformation pitch was delivered one-on-one at Mango HQ, proposing a business model shift from fast fashion to slow, insight-driven co-creation. My work included insight gathering, user interviews, service blueprinting, customer journey design, workshop development, and brand narrative. The project merged Mediterranean lifestyle aesthetics with actionable commercial outcomes embedding emotional resonance into every design decision.




Client: SEAT x Anima Design
Role: UX Strategist, UI Designer, Product Vision
Year: 2021
Location: Barcelona, Spain
Sector: Automotive / Mobility / Gen Z Digital
Team: Collaborative Project with SEAT Innovation & Anima Design
SEAT - Mobility UX Reimagined for Gen Z

SEAT partnered with Anima Design to explore the future of digital mobility. I joined the team to reframe the product experience for Gen Z, who are increasingly disengaged by outdated app mechanics and broad, undefined demographic targeting.

My first step was a full critique of the existing product and audience alignment. I proposed a new value proposition: “Experiences empowered by community is the new mindset of mobility.” This insight reframed the app not around transport, but around spontaneous, shared experiences - positioning SEAT as a lifestyle connector, not just a car company.

Through UX interviews and competitive analysis, I created a scalable structure that leveraged:
  • Participatory onboarding flows
  • Adaptive visual systems
  • Content pacing inspired by Ebbinghaus’ memory theory
  • User-generated event feeds, activated post-experience

I designed the full app architecture (Big IA + Small IA), including:
• A custom SEAT feed that only unlocks post-event
• Personalized onboarding via archetype quiz and video-led landing page
• Modular UX screens with Gen Z-optimized navigation and hierarchy

I also built and delivered the final deck using SEAT’s brand fonts and visual DNA, presenting a complete product journey from research to rollout. The project taught me how to navigate large-scale collaboration and how to guide a vision when multiple voices are involved.

This wasn’t just an app redesign it was a shift in how SEAT could show up as a cultural entity in a crowded digital landscape.



Role: End-to-end brand and UX design for a food concept in Dubai
Client: GTB
Sector: F&B
Date: 2018-2024

 GTB was a new burger concept being built from scratch in one of the most competitive digital food markets in the world. No name. No visual identity. No website. No presence on delivery apps. I designed and built all of it.

Over the course of 7 years, I created and maintained every part of the brand’s digital and physical experience. I named the brand, developed the identity, created all touchpoints from menus to uniforms, and launched a responsive website optimised for conversion. I also handled platform strategy across all six major delivery apps in the UAE, managing dynamic pricing, campaigns, and visibility.

The first year was focused entirely on design and build. Every visual asset, page, banner, interaction, label and listing was made by me. I set up a full Notion-based design system and brand hub for internal use, including templates, editable promo assets, and documentation to keep the business running smoothly once live.

Once we launched, I continued to manage weekly design ops, making updates across the website, promo systems, Google business page, and delivery apps. I tracked engagement, tested pricing strategies, and worked with SaaS tools to adjust our visibility through dynamic discounting.

GTB became a consistent top-performer on local platforms and the digital presence I designed supported its ability to operate independently.

Website conversion rate peaked at 11.3%.

Delivery platform visibility increased by 220% in year one.

Manual content operations reduced by 60% through automation systems.

Client: Moora Foods (Subway Franchise Group)
Role: Strategic Operations Consultant
Year: 2023
Location: Dubai, UAE
Sector: F&B / Franchising / Business Transition
Team: Internal ownership group, new buyer consortium

 Moora Foods - Franchise Exit Strategy, Stakeholder Transition, Asset Consolidation

Moora Foods operated three Subway franchise outlets across Dubai, with over 70 staff and a decade-plus archive of customer data. I was brought on to oversee the operational handover of the entire franchise portfolio in the lead-up to a full business sale.

My remit was hybrid and hands-on: I acted as a consultant, mediator, and implementation lead across staff, store, and stakeholder levels. This included mapping out equipment, leases, and asset valuation across all three outlets, creating detailed profit and loss breakdowns, and preparing the final pricing feasibility for the buyer consortium.

Simultaneously, I managed the internal transition to a new Oracle-based POS system, including training all 70+ employees over a three-week schedule. On the ownership side, I handled sensitive documentation (visas, passports, serial numbers, bank accounts), aligned both parties on sale terms, and ensured a seamless transfer of operational control.

From feasibility to finalisation, this was a full-spectrum transformationrequiring financial, logistical, and interpersonal fluency.


© Jessica Issa  (2026)