Commercial Fleet Manufacturer | STAR
Fleet Management Solution.
My contribution: Project leadership | Portfolio Strategy | Service & systems design | Governance frameworks
Background:
Rising operational costs and pressure to monetise digital services have pushed commercial fleet manufacturers beyond vehicle sales. The client had a digital strategy, but ambition had outpaced structure: 29 disparate concepts and a preliminary roadmap, with no framework to evaluate investments or align the functions needed to deliver them. The ideas had never been validated, leaving the various departments unable to act decisively.
Solution:
Three fully realised connected-service concepts, each supported by customer journeys, service blueprints, and business model canvases, paired with phased technical roadmaps through 2030. To get there, we grounded the portfolio in global competitor analysis and qualitative research with fleet operators, testing each idea against customer needs, commercial viability, and technical feasibility. Integrating user-centric design with technical requirements produced a blueprint addressing both immediate fleet-manager needs and long-term manufacturing architecture.
Impact:
The client moved from 29 fragmented ideas to a focused, validated portfolio of three scalable concepts with clear commercial rationales, giving four key internal functions a unified direction for the shift from vehicle-centric value to recurring digital revenue, and the strategic foundation to move into development with confidence.
My Role:
Dedicated the majority of my time to the hands-on execution of critical deliverables across all three project phases, while simultaneously serving as project manager, leading and coaching the Strategy & Insights team, orchestrating stakeholders, to ensure alignment and strategic relevance.