Business transformation
New processes only hold if the people using them can follow them. I design the screens, the service steps and the decisions behind them, so the change survives contact with real users.
18+ years turning business transformation into digital products and services people actually use — from research to a shipped, consistent, accessible system. I work where strategy meets the screen: Deutsche Bahn, ING, Volkswagen, DWS and the public sector.
Stakeholder and user interviews, requirements written so they can be tested, contradictions mapped, and a facilitated session that ends in a prioritised list with the rationale in writing.
Research, journey mapping, prototyping and usability testing that turn assumptions into evidence — before you build.
From concept to shipped product: information architecture, interaction design and service design across web, mobile and business applications.
Heuristic evaluation, WCAG 2.1 AA conformance audit and testing with keyboard, screen reader and magnification — with fixes embedded in components rather than filed in a report.
Turning fast prototypes into scalable, on-brand design systems: tokens, components, WCAG accessibility, dev-ready handover.
Transformation is decided at the last metre — where a new process meets the person who has to use it. That metre is where I work.
New processes only hold if the people using them can follow them. I design the screens, the service steps and the decisions behind them, so the change survives contact with real users.
Replacing a legacy system is not the same as improving it. I map the journey as it is, test the proposed one with real users, and hand the organisation evidence instead of a slide deck.
From idea to tested prototype to shipped product: discovery, interaction design, usability testing and a component system the development team can build on.
What happens beyond the screen decides whether a digital product works: touchpoints, hand-offs and the back-office steps nobody sees but everybody feels.
It means decisions get made against evidence from users instead of the loudest opinion in the room. In practice that is a short cycle: write down what the team is assuming, test it with real users, and let the result decide what gets built. Most teams are not short of ideas — they are short of a defensible reason to pick one.
A digital product is something you ship. A digital transformation changes how an organisation works, and the product is only its visible surface. The design work at the screen is the same, but transformation also means designing the service steps, the hand-offs and the back-office work behind them — otherwise the new interface sits on top of the old problem.
Peter Spiegel is an independent Experience & Service Designer based in Berlin, with more than 18 years in customer centricity. He has worked for Deutsche Bahn, ING, Volkswagen, DWS, Giesecke+Devrient, the German Red Cross and public-sector clients. He is certified CPUX-F and as a Digital Innovation & Product Manager (IHK).
Mobility and rail, banking and asset management, automotive, security technology, the non-profit sector and public administration. The common thread is complex, data-heavy business applications where the user is a trained professional rather than a casual visitor.
With a short intro call, and usually a discovery sprint: a fixed, time-boxed look at the problem that ends with tested evidence rather than a proposal. From there the work can continue as a design-system build, as fractional design ownership, or as advisory alongside an in-house team.
A short, no-pressure intro call — an honest look at your product, your system and where I can add the most.