Strategy & Transformation
Customer & Beneficiary Experience
Experience is the operating model, made visible.
Beneficiaries and customers never see the org chart. They see whether a task was simple and whether it was done right the first time. We design services from that vantage point, then rebuild the policies, processes, data and teams behind the counter and the screen, so the improvement survives the busiest day of the year.
People experience one service. Organizations deliver it in pieces.
In the Kingdom, the standard for service is set by the best experiences people have every day, from mobile banking to the national digital government platforms. A citizen renewing a permit or a patient booking a follow-up holds every other service to that standard. Beneficiary satisfaction is now tracked as a measure of public-sector performance, and in competitive markets it decides who keeps the customer.
Experience programs usually start at the interface, and that is where they stall. A redesigned portal still depends on manual approvals, repeated requests for the same documents and handoffs between units that do not share data. Satisfaction rises for a season, then settles back. The service has a new front and the same back office, and the cost of handling each request barely moves.
How we redesign the whole service.
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Evidence from where service happens
Satisfaction surveys record how people felt, and seldom why. We follow requests through branches, clinics, call centers and digital channels, tracing each one end to end to find where effort, waiting and repeat contact build up. Comparison with the best services at home and abroad then shows what good looks like.
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Services built around life events
People think in life events, such as starting a business or welcoming a child, while institutions are organized by department and agency. We redesign services around those events, across channels and where necessary across agencies, removing every step and data request that adds nothing.
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Employee experience as the delivery engine
Front-line staff cannot deliver a better service with worse tools. We design the employee side of each service, from the case screen and the knowledge base to rosters and the route by which feedback from the counter reaches management, so the people serving beneficiaries can resolve issues at the first point of contact.
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Digital products built Arabic-first
We design interfaces in Arabic and English from the first sketch, test them with real users and build them on accessible design systems. Channel shift cannot be mandated. It follows when people prefer the digital route.
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An experience strategy with a business case
Experience competes for budget with everything else, and it should win on evidence. We set out the service an organization intends to deliver, to beneficiaries and to its own staff, link each improvement to cost to serve, avoidable demand and policy goals, and give it an owner and a measure like any other investment.
What beneficiaries and leaders notice.
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Fewer steps, fewer visits
More requests are resolved in a single interaction, and information is asked for once and reused.
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A lower cost to serve
Digital channels absorb volume because they work, and avoidable contact falls as its causes are designed out.
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Experience measures with consequences
Satisfaction and effort metrics are linked to their operational drivers and reviewed by leadership alongside financial results, so a decline triggers action.
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Front-line teams who can solve problems
Employees have the information and the authority to close cases themselves, which lifts service quality and morale together.
04Our perspective
Good service design removes work, for the beneficiary first and for the organization next.
We judge an experience program by what disappears: the repeat visit, the duplicate form, the unexplained rejection, the call to ask what happens next. When those go, satisfaction follows and the cost of delivery falls with it. That is why our designers work beside process and technology specialists from the first week.
Work with us
Bring us the hardest decision on your agenda.
Start with the outcome you need and what stands in its way. Your first conversation will be with someone senior enough to shape the answer.