I’m Christian Égéa, a strategic design leader who builds systems and teams that drive positive real-life outcomes. I help organizations make design a strategic capability. As a design leader I’m still very much a maker. But what I make and why maximize strategic impact and guide meaningful change.
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I constantly draw and sketch to tangibly explore and communicate ideas. Since 2004 I’ve been prototyping systems and coding web front-end. And I teach teammates to prototype in code, including with AI assistance. Infrastructure scales continuous learning and design capability without adding headcount.
I’ve taught both children and adults. And as a designer, I’ve been preparing and running workshops since 2006. My workshops have covered topics that benefit all disciplines, not just designers. Teams gain capabilities to adapt, not just produce deliverables.
I’ve been doing qualitative design research since 2006. Continuous learning requires infrastructure and sustained practice. My methods and tools shift teams from assumption-based to evidence-based decisions that are grounded in curiosity and direct observation of people’s real-life behaviors.
SimCorp’s fragmented products lacked a unified experience vision. I authored the “One Ecosystem, Two Spaces” strategic framework. This anticipated and aligned with SimCorp’s platform evolution and helped drive sales and market expansion.
From product silos to platform cohesion through sustained experience vision, user-centered co-creation, and interactive prototypes. Prototyping infrastructure and Design System reduce costs and improve quality and speed across all product areas.
Redesigned Stanford’s patient portal into a unified, intuitive experience. Established a scalable prototyping infrastructure that served design, product, and engineering. It embedded documentation and enabled continuous learning with over 30 patients during 2.5 years. The released product led to “great positive impact to the lives of our patients” and “significantly improved user experience,” all within Epic’s technical platform constraints.
AGL, Australia’s largest energy retailer, wanted a peer-to-peer energy product it could put in front of real households within months. I led experience definition and reframed “trading” as “energy sharing,” putting people and value ahead of components and kilowatt-hours. Concept models, personas, an experience map, and coded prototypes made the system legible to a cross-functional team and gave stakeholders an explicit choice among six candidate benefits. AGL launched the trial to twenty Adelaide households in July 2017 and went on to expand it.
Parkeon needed a modular, scalable parking UX for deployment in 40 countries with varying local policies. I simplified complex transaction architecture down to three essential questions: who, what, how. International usability testing reinforced the design and gave Parkeon’s stakeholders “fresh perspective on their own priorities as a business.”
Thales wanted to fully renew its supervision workstations to better enable high-stakes situational awareness and spark new commercial opportunities. I shifted the emphasis to context-sensitive delivery of information and functionality. The award-winning design principles “spread within lines of products that were not in the original scope” and opened unexpected commercial opportunities for smart city applications.
The RATP’s ad hoc creation of strategic bus planning maps inhibited routine tasks, delayed strategic decisions, and prevented the organization from capitalizing on prior knowledge. I designed a scalable cartography system that specified information architecture, nomenclature, and visual vocabulary to guide standard map-making. My system streamlined collaboration and decisions, made maps compatible and compound in value, and enabled knowledge transfer without technical overhead.
