Jaguar Land Rover · Customer experience
Own the journey. Align the ecosystem.
Using the driver journey as the boundary for a product delivered across multiple partners.
01 / problem
The problem to solve
Automatic public charging depended on JLR, our charging-platform partner DCS, and a chain of energy-tariff and identity-verification providers all working together as one service. Each integration could succeed technically while the overall driver experience still failed, making organisational boundaries a poor definition of the product.
02 / decision
The decision
I treated the end-to-end driver journey as the product boundary rather than any individual integration. The test for success was not whether each party had delivered its interface, but whether a driver could plug in and begin charging with minimal friction.
03 / approach
How I approached it
I worked across internal teams and external partners to align backend capability, integration responsibilities and the intended customer experience. That meant keeping dependencies and ownership visible while using the driver journey to resolve decisions that crossed organisational boundaries.
04 / outcome
What changed
The capability is live: at a compatible public Plug & Charge station, the driver can plug in and charging can begin automatically without an app or RFID card. Multiple partner and platform capabilities are presented to the customer as one simple interaction.
05 / What I take forward
What I take forward
The customer experiences the whole service. Product accountability needs to reach across organisational and integration boundaries.
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