Adeo Home Services
Designing for Continuity in a Fragmented Service Landscape
Year :
2024 -2025
Industry :
Retail
Client :
Adeo Group
Leroy Merlin Italia
Project Duration :
11 month
My role :
UX UI designer
Service Design
Context :
Adeo Home Services (AHS) is a platform developed by ADEO’s global service teams to manage the entire lifecycle of in-store services — from creation of a catalogue and pricing to execution of installations, delivery, partner coordination, and invoicing:
The goal of the project was to replace local systems with AHS in order to unify service operations across all business units, including France, Italy, Portugal, and others.
However, Leroy Merlin Italy traditionally relied on a highly fragmented ecosystem of tools and processes, distributed across multiple teams and roles.
In addition, fiscal regulations and local business strategies created constraints that were not fully compatible with the standardized AHS platform.
Project Goal :
The objective was to successfully adopt the AHS platform within the Italian business unit of Leroy Merlin, replacing existing local systems and aligning with ADEO’s global vision for service management.
However, this was not a plug-and-play transition.
Leroy Merlin Italy operated through a fragmented landscape of tools, processes, and roles, developed over time to support its unique operational model.
In addition, strict fiscal regulations and local business strategies posed significant incompatibilities with the AHS platform.
My goal as a UX and service designer was to bridge this gap:
Align global and local needs
Preserve business continuity
And design the missing pieces needed to make the system work in the Italian context.
Key challenge:
Italian teams had diverse roles and tool chains across service phases
Significant business, fiscal, and operational differences compared to other BUs
AHS was not designed with Italian-specific flows in mind
Risk of disrupting ongoing operations during the rollout
What i did :
In the first phase of the project, I began with extensive research and stakeholder interviews across different departments to gain a deep understanding of the existing operational ecosystem.
Through this discovery phase, I:
Mapped the full-service ecosystem ("as-is"), identifying tools, processes, and responsibilities across all service phases.
Built a detailed end-to-end journey of how services were planned, executed, and billed in Italy — capturing variations across regions and store clusters.
Identified all touchpoints, tools, and user interactions that would be impacted by the AHS integration — for both clients and internal collaborators.
To move from research to implementation, I led and facilitated collaborative workshops with stakeholders from operations, fiscal, legal, IT, and service management. These sessions were essential to surface needs, pain points, constraints, and exceptions across silos.
As a direct result, I conducted a comprehensive gap analysis — mapping each phase of the service lifecycle to identify where the AHS platform failed to meet Italian operational or regulatory requirements.
This analysis became a shared foundation across teams and helped drive decision-making, prioritization, and workaround design.
Following the workshops and gap analysis, I created a comprehensive service blueprint to map the entire ecosystem — from customer-facing touchpoints to backstage operations and supporting systems.
This blueprint allowed me to:
Visualize the full service journey across roles, systems, and departments
Pinpoint phases where AHS lacked the flexibility or features needed to support local operations
Propose clear and actionable workaround strategies to bridge those gaps and ensure continuity
The blueprint became a shared reference tool for alignment between the Italian BU and ADEO’s central teams — helping to facilitate conversations around local adaptations while staying aligned with the global service vision.
After validating the workaround strategies with stakeholders across departments and with the ADEO team, it became clear that certain gaps couldn’t be solved solely through process alignment.
I then designed a set of local complementary tools to ensure operational continuity:
A pre-invoicing portal for craftsmen, automating invoice preparation and improving communication between stores and external partners
An Craftsmen app to manage job acceptance, home inspections, progress, and completion in a mobile, user-friendly way.
These tools were intentionally designed to work alongside AHS, not against it — providing the necessary flexibility for the Italian context without compromising the global structure.
My Impact :
I enabled a smooth transition between local and global systems by designing with — not against — complexity
I acted as a translator between business, tech, and operations, making cross-silo alignment possible
I delivered actionable insights from research, turning them into system-level decisions
I ensured business continuity by proactively addressing risks and designing for the gaps
I laid the foundation for long-term change, not just a short-term patch
Adeo Home Services
Designing for Continuity in a Fragmented Service Landscape
Year :
2024 -2025
Industry :
Retail
Client :
Adeo Group
Leroy Merlin Italia
Project Duration :
11 month
My role :
UX UI designer
Service Design
Context :
Adeo Home Services (AHS) is a platform developed by ADEO’s global service teams to manage the entire lifecycle of in-store services — from creation of a catalogue and pricing to execution of installations, delivery, partner coordination, and invoicing:
The goal of the project was to replace local systems with AHS in order to unify service operations across all business units, including France, Italy, Portugal, and others.
However, Leroy Merlin Italy traditionally relied on a highly fragmented ecosystem of tools and processes, distributed across multiple teams and roles.
In addition, fiscal regulations and local business strategies created constraints that were not fully compatible with the standardized AHS platform.
Project Goal :
The objective was to successfully adopt the AHS platform within the Italian business unit of Leroy Merlin, replacing existing local systems and aligning with ADEO’s global vision for service management.
However, this was not a plug-and-play transition.
Leroy Merlin Italy operated through a fragmented landscape of tools, processes, and roles, developed over time to support its unique operational model.
In addition, strict fiscal regulations and local business strategies posed significant incompatibilities with the AHS platform.
My goal as a UX and service designer was to bridge this gap:
Align global and local needs
Preserve business continuity
And design the missing pieces needed to make the system work in the Italian context.
Key challenge:
Italian teams had diverse roles and tool chains across service phases
Significant business, fiscal, and operational differences compared to other BUs
AHS was not designed with Italian-specific flows in mind
Risk of disrupting ongoing operations during the rollout
What i did :
In the first phase of the project, I began with extensive research and stakeholder interviews across different departments to gain a deep understanding of the existing operational ecosystem.
Through this discovery phase, I:
Mapped the full-service ecosystem ("as-is"), identifying tools, processes, and responsibilities across all service phases.
Built a detailed end-to-end journey of how services were planned, executed, and billed in Italy — capturing variations across regions and store clusters.
Identified all touchpoints, tools, and user interactions that would be impacted by the AHS integration — for both clients and internal collaborators.
To move from research to implementation, I led and facilitated collaborative workshops with stakeholders from operations, fiscal, legal, IT, and service management. These sessions were essential to surface needs, pain points, constraints, and exceptions across silos.
As a direct result, I conducted a comprehensive gap analysis — mapping each phase of the service lifecycle to identify where the AHS platform failed to meet Italian operational or regulatory requirements.
This analysis became a shared foundation across teams and helped drive decision-making, prioritization, and workaround design.
Following the workshops and gap analysis, I created a comprehensive service blueprint to map the entire ecosystem — from customer-facing touchpoints to backstage operations and supporting systems.
This blueprint allowed me to:
Visualize the full service journey across roles, systems, and departments
Pinpoint phases where AHS lacked the flexibility or features needed to support local operations
Propose clear and actionable workaround strategies to bridge those gaps and ensure continuity
The blueprint became a shared reference tool for alignment between the Italian BU and ADEO’s central teams — helping to facilitate conversations around local adaptations while staying aligned with the global service vision.
After validating the workaround strategies with stakeholders across departments and with the ADEO team, it became clear that certain gaps couldn’t be solved solely through process alignment.
I then designed a set of local complementary tools to ensure operational continuity:
A pre-invoicing portal for craftsmen, automating invoice preparation and improving communication between stores and external partners
An Craftsmen app to manage job acceptance, home inspections, progress, and completion in a mobile, user-friendly way.
These tools were intentionally designed to work alongside AHS, not against it — providing the necessary flexibility for the Italian context without compromising the global structure.
My Impact :
I enabled a smooth transition between local and global systems by designing with — not against — complexity
I acted as a translator between business, tech, and operations, making cross-silo alignment possible
I delivered actionable insights from research, turning them into system-level decisions
I ensured business continuity by proactively addressing risks and designing for the gaps
I laid the foundation for long-term change, not just a short-term patch
Adeo Home Services
Designing for Continuity in a Fragmented Service Landscape
Year :
2024 -2025
Industry :
Retail
Client :
Adeo Group
Leroy Merlin Italia
Project Duration :
11 month
My role :
UX UI designer
Service Design
Context :
Adeo Home Services (AHS) is a platform developed by ADEO’s global service teams to manage the entire lifecycle of in-store services — from creation of a catalogue and pricing to execution of installations, delivery, partner coordination, and invoicing:
The goal of the project was to replace local systems with AHS in order to unify service operations across all business units, including France, Italy, Portugal, and others.
However, Leroy Merlin Italy traditionally relied on a highly fragmented ecosystem of tools and processes, distributed across multiple teams and roles.
In addition, fiscal regulations and local business strategies created constraints that were not fully compatible with the standardized AHS platform.
Project Goal :
The objective was to successfully adopt the AHS platform within the Italian business unit of Leroy Merlin, replacing existing local systems and aligning with ADEO’s global vision for service management.
However, this was not a plug-and-play transition.
Leroy Merlin Italy operated through a fragmented landscape of tools, processes, and roles, developed over time to support its unique operational model.
In addition, strict fiscal regulations and local business strategies posed significant incompatibilities with the AHS platform.
My goal as a UX and service designer was to bridge this gap:
Align global and local needs
Preserve business continuity
And design the missing pieces needed to make the system work in the Italian context.
Key challenge:
Italian teams had diverse roles and tool chains across service phases
Significant business, fiscal, and operational differences compared to other BUs
AHS was not designed with Italian-specific flows in mind
Risk of disrupting ongoing operations during the rollout
What i did :
In the first phase of the project, I began with extensive research and stakeholder interviews across different departments to gain a deep understanding of the existing operational ecosystem.
Through this discovery phase, I:
Mapped the full-service ecosystem ("as-is"), identifying tools, processes, and responsibilities across all service phases.
Built a detailed end-to-end journey of how services were planned, executed, and billed in Italy — capturing variations across regions and store clusters.
Identified all touchpoints, tools, and user interactions that would be impacted by the AHS integration — for both clients and internal collaborators.
To move from research to implementation, I led and facilitated collaborative workshops with stakeholders from operations, fiscal, legal, IT, and service management. These sessions were essential to surface needs, pain points, constraints, and exceptions across silos.
As a direct result, I conducted a comprehensive gap analysis — mapping each phase of the service lifecycle to identify where the AHS platform failed to meet Italian operational or regulatory requirements.
This analysis became a shared foundation across teams and helped drive decision-making, prioritization, and workaround design.
Following the workshops and gap analysis, I created a comprehensive service blueprint to map the entire ecosystem — from customer-facing touchpoints to backstage operations and supporting systems.
This blueprint allowed me to:
Visualize the full service journey across roles, systems, and departments
Pinpoint phases where AHS lacked the flexibility or features needed to support local operations
Propose clear and actionable workaround strategies to bridge those gaps and ensure continuity
The blueprint became a shared reference tool for alignment between the Italian BU and ADEO’s central teams — helping to facilitate conversations around local adaptations while staying aligned with the global service vision.
After validating the workaround strategies with stakeholders across departments and with the ADEO team, it became clear that certain gaps couldn’t be solved solely through process alignment.
I then designed a set of local complementary tools to ensure operational continuity:
A pre-invoicing portal for craftsmen, automating invoice preparation and improving communication between stores and external partners
An Craftsmen app to manage job acceptance, home inspections, progress, and completion in a mobile, user-friendly way.
These tools were intentionally designed to work alongside AHS, not against it — providing the necessary flexibility for the Italian context without compromising the global structure.
My Impact :
I enabled a smooth transition between local and global systems by designing with — not against — complexity
I acted as a translator between business, tech, and operations, making cross-silo alignment possible
I delivered actionable insights from research, turning them into system-level decisions
I ensured business continuity by proactively addressing risks and designing for the gaps
I laid the foundation for long-term change, not just a short-term patch