As UX design lead in Allianz's "LCE" programme I ran the product design, together with McKinsey consultants, an Allianz team and UX research. The project later became Allianz Direct.
A fully worked-through insurance app, advanced with conviction. Later became Allianz Direct.
As UX design lead in Allianz's "LCE" programme I ran the product design, together with McKinsey consultants, an Allianz team and UX research. The project later became Allianz Direct.
Management had not yet decided the final target, brand and placement within the group. Instead of waiting, we pressed on with conviction: an example of leadership that turns ambiguity into progress.
"Vanilla" was the codename of the early phase: the plan to bring the product to market for AllSecur, Allianz's direct-insurance subsidiary. The team was McKinsey consultants, a few Allianz insiders and UX research. When the AllSecur goal was dropped, the project continued under a new codename.





Leadership means turning ambiguity into progress.
After the AllSecur goal was dropped, the team advanced the product under the codename Phoenix. With the final decision still open, we worked the entire product through end-to-end until it came: only after my departure.



To stay fast and quality-assured despite the open target decision, we cleanly adapted Google Material Design as the project design system and worked the whole product through on top of it.


