Addressing shifting customer attitudes: Shell recognised the need to reimagine their place as a Fleet Solutions provider. Unsuitable platforms, competitors moving into the market and changes in customer experience expectation drove this shift. Shell needed to move from being a fuel card company to a connected service that can scale to meet their customer needs. The vision was to be a fully fledged mobility services platform. This made our work on Shell Fleet Hub about more than just fuel cards. It paved the way for Shell to become a market-leading provider of mobility solutions, including tolls, telematics and other non-fuel services. Envisioning the ideal exerience: We defined an experience strategy that included an MVP, which brought the possible iterations across the user experience to life. It was a compelling picture of the future state, which allowed stakeholders to understand and support the ambition of the programme. This meant that further investment was secured to build the experience as part of Shell’s retail transformation plan. Research informed design: The legacy platform offered an outdated user experience and we wanted to discover what needed to change. Our design research, with core user groups, identified pain points and user needs that needed fixing. It also helped us understand the competitive threat from smaller, more agile organisations that were entering the market. This competitor analysis work allowed us to differentiate Shell’s offering through our design direction. By defining design principles that were grounded in design research, we directed our design process to meet and exceed the fleet managers’ expectations. We designed the platform to be insightful, predictive and empowering. Each of these principles guided the visual design, development and implementation across the programme. Every customer, every time: The onboarding experience on the legacy platform was poor and required significant upfront effort from the user. This meant that many users resisted interacting with the platform, with those who remained preferring to email or phone to manage their fleet. Shell’s goal to treat every customer like a guest, which reaffirmed the need to create a product rooted in best-in-class design in a B2B context. Our biggest design wins came from creating micro-interactions, which gives cues to the user about how the platform works. Co-creation at scale: Alongside designing the platform modularly, we delivered it with our parent company, Zensar, and Shell’s API partner. This meant following modern development techniques and building a delivery culture across the teams.