Jorne

Business and UX are a single equation

I think about business outcomes before I think in the screen.

Build the right thing > Build the thing right

I don't design solutions for a poorly defined problem. Using observational studies at KION, I uncovered problems behind the initial request and saved the company from building an expensive robot — replacing the plan with a simple scanner and an SAP plugin instead.

A shipped good enough thing always beats an unshipped perfect solution

I'd rather ship something that works and addresses user pains instead of holding a release until it's perfect and too late. At Bikemap, I decided to ship our Pause Mode that only worked for recording routes, not yet for navigation. It was a deliberate tradeoff: addressing an important user group's problem now, rather than waiting until we could address it for everyone.

Opinionated Defaults, Reversible Paths

On Pingpong Map, working solo, I made the call and wrote down the exact condition that would make me reverse it — keeping momentum without waiting for certainty. That decision log is the real artefact, not the map.

Designing the System, Not the Screen

At digital office, the Workflow Evolution redesign moved task definitions to the backend rather than the frontend — solving it at the platform level instead of patching each screen. It produced three service models (user, AI agent, operator) I hadn't designed for.

Continuous Validation, Not Upfront Research

At digital office's Workflow Evolution, there was no research programme — so I sat next to assistants and watched them work, until one told me, 'I wasn't trained for this, and I'm unhappy in my job because of it.' Continuous, informal sessions beat waiting for a research team that wasn't coming.