mubby robyn
I'm a service designer who works across strategy, design and delivery. I lead early-stage discovery in technical and regulated places, and my favourite work happens before anyone has agreed what the problem actually is.
See the work →I like good problems, clear thinking and making services work a little better than they did before.
I work across design, data and delivery, sometimes separately, sometimes all at once.
A few things I do .
3 disciplines. 1 messy middle.
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Find the real problem before anyone builds the wrong thing.
I lead research in places where nobody has agreed what the question is yet. I decide what we need to know before a decision gets made, and then I go and find it out, whether that means standing at a market stall or sitting in a contact centre timing calls.
Research strategy, contextual inquiry, teach-back testing, stakeholder mapping, service blueprints and system maps.
See a case → -
Turn messy evidence into a decision a room can make.
I connect what users need with what policy allows, what the budget can carry and what the technology can do, then I put it on 1 page that senior people can act on.
Options papers, dependency maps, service propositions, operating models and roadmaps.
See a case → -
Get people who do not report to you to move.
I design and run the sessions that take a group from discussion to decision, and I do the quiet 1-to-1s beforehand so nobody gets ambushed in the room. Clinicians, engineers, compliance leads and directors, usually in about 2 hours.
Decision jams, co-design sessions, executive workshops, and the conversations that happen before them.
See a case →
10 case studies, each with an exhibit you can use.
Every case follows the same shape: the situation, what I did, the hard part, the outcome and the lesson. Most of this work is under NDA, so the exhibits are redrawn rather than screenshotted.
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Four Weeks to Alignment
NHS clinical interoperability at Oracle. A stalled multi-million-pound programme. A room of executives. 2 hours.
Read →4 weeks
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The Dependency We Did Not Control
A public-sector programme at Oracle, and the fallback that meant we never lost a day.
Read →0 days
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GoTap and the 36 Million
Financial inclusion at Wema Bank. 31% to 87% comprehension. The project that turned me into a service designer.
Read →31% to 87%
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The Programme That Was Green for Four Months
Taking over a stalled customer-onboarding programme at Wema. The one-page map that unstuck it.
Read →1 page
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Three Groups, No Authority
An NHS clinical-tool rollout at Oracle. Getting people who did not report to me to agree.
Read →90 min
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Two Rhythms, One Programme
The Wema payments programme. Hardware and software had to move at different speeds, for entirely good reasons.
Read →On budget
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The Twenty-Minute Decision
A regulated supplier problem at Wema. The options paper that made a hard call easy.
Read →20 min
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Same Button, Thirteen Ways
Building Wema's first design system, and learning to speak to a board.
Read →13 to 1
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Accent Studio
A voice-data tool to help AI learn to speak African and underserved languages fluently. Founded, designed, built and shipped by me.
Read →12 locales
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Built on My Own: Do I Need AI and wecalledit
Two live products I designed, built and shipped end to end, on my own.
Read →2 live
- And thenRead them →
17 shorter stories.
Shorter pieces for depth rather than spectacle. The setup, the move, the lesson.
These are live. Use them.
Every live product and site I have had my hands on. Scroll inside a frame, click around, or open the real thing in a new tab.
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Voice data for underserved African languages.Founder, designer, builder. -
Tells you when you do not need AI.Designer, builder, solo. -
Live product shipped solo, AI-natively.Designer, builder, solo. -
The live payments app descended from my Wema work.Service design lead at Wema. Now operated by TapprX Limited. -
Scam and transaction protection for ecommerce.My idea. Founding team member at Wema’s innovation lab. I pitched Bridgee inside the bank to tackle a fraud problem in the Nigerian ecommerce space. The board approved it. I played a dual role: service designer, making sure it fitted the bank’s objectives and ecosystem and that it was shaped around the people it was meant to protect; and product manager, owning the MVP end to end. Once the board approved the funding for scale, I built and handed over to a dedicated team, then moved on to the next thing.
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The founder programme I built and ran at Wema. 400+ founders coached.Programme designer and lead coach.
Scroll sideways to see all 6. Three of these sites refuse to be framed, so they show a scrollable snapshot that opens the real site when you click it.
Trained as an industrial designer. Sharpened in banking, healthcare, defence and AI.
I spent a year at Oracle's Industry Lab in Reading, 5 years building Wema Bank's innovation lab in Lagos, and 2 years at Dozzia Systems learning the fundamentals the hard way. Now I build my own things as well.
numbers that happened on my watch
- A stalled NHS programme became an operational showcase 4 weeks
- Comprehension in a financial inclusion service 31% to 87%
- Annual churn across 3 million customers cut 83%
- Design sign-off time for a 13-person design community cut 30%
- Founders coached through Hackaholics 400+
- Products designed, built and shipped on my own 2 live
17 shorter stories, for depth rather than spectacle.
- 01 · EdTech consulting The Twenty Minutes Nobody Measured An EdTech startup, and the attendance problem that was hiding in plain sight.
- 02 · Streaming, consulting Letting People Leave A streaming company that wanted to trap its users, and the business case I made against it.
- 03 · Wema Bank Spend Running Ahead of Progress Catching a supplier overspend early at Wema, before it became a crisis.
- 04 · National digital bank The Three-Owner Handoff A cross-organisation story: one defect, appearing three times.
- 05 · Regulated public-sector service The Stalled Political Room Facilitation: resolving a deadlock by changing what the room was looking at.
- 06 · Digital product The Green Dashboard That Hid Churn Changing and improving: fixing the metric, not just the service.