Redefining and structuring a company's portfolio & services

Structuring and updating what we sell

problem

The company operated as a product and design consultancy serving both Brazilian and American clients. Despite years of consistent delivery, the services the company offered had never been formally named, scoped, or packaged. The sales team was selling projects without a clear internal language for what those projects actually were — which made it difficult to align client expectations, scope engagements correctly, or position the company's technical capabilities with confidence. Similarly, the product and design process — from discovery through delivery — had never been fully mapped as a unified workflow. What happened between "client signs" and "team ships" lived in people's heads, not in any shared documentation. No one had been asked to change this. I decided to.

solution

The absence of defined service packages created downstream problems that touched every part of the business — from how projects were scoped to how teams were assembled to how clients understood what they were buying. No shared service language Without named packages, the sales team negotiated each engagement from scratch — unable to point to a defined offer, a clear scope, or a repeatable process. Every deal was a custom conversation. Misalignment between sales and delivery Projects were sometimes sold in ways that didn't match what the technical and design teams were equipped to deliver — creating friction at the handoff between commercial and execution teams. Technical capabilities invisible to sales The sales team lacked documentation about the company's technical stack and process — meaning they couldn't communicate these to clients as differentiators or use them to qualify opportunities more precisely. No mandate — only a clear gap This initiative was not requested by leadership. Proposing and executing it required reading the organisation, identifying what was commercially at risk, and making a case for the work before doing it.

Before defining anything, I ran an investigative phase to understand how the company actually worked — not how it thought it worked.

Process mapping

Investigated the end-to-end product and design process across real projects — from initial discovery to final delivery — to understand what the company consistently did, where steps varied, and where there were gaps between expectation and execution.

Client base analysis

Analysed the company's existing and past clients — both Brazilian and American — to identify recurring patterns in who was hiring the company, what they needed, and what types of engagements the company was best equipped to run.

Technical stack review

Mapped the company's technical capabilities and methodology to understand what the sales team could credibly promise — and what language would make those capabilities legible to non-technical decision-makers in client organisations.

year

2025-2026

tools

Miro, Figma Slides