As ArcelorMittal Sistemas expanded its role from providing IT support for corporate platforms - like SAP and Microsoft - to also developing in-house digital solutions for industrial operations, the organization faced a major gap: its applications were being designed without design.

To solve this, I led the creation of the company’s first UX Design team, establishing a DesignOps approach to structure research, prototyping, and validation processes, along with a scalable Design System that unified the interface language across industrial applications.

By embedding UX into agile workflows, I aligned developers and leadership around user value, making design a core principle in how digital products were conceived and delivered.

To understand the team’s reality, this phase included the analysis of development workflows, evaluation of product performance data and interviews were conducted with:

We conducted benchmarking with other companies through dedicated meetings to understand how their UX structures, governance models, and workflows were organized.

StelBridge is an ArcelorMittal unit that sells and executes steel structure projects across Europe. Its commercial and production flow relied heavily on fragmented email exchanges between local agencies and the Luxembourg fabrication center.

A centralized and integrated digital solution that streamlines communication between agencies and the Luxembourg team, increasing process transparency, reducing operational inefficiencies, and consolidating technical knowledge into a structured and scalable system.

I designed the architecture in short validation cycles with the technical office, the agencies and subcontractors, adjusting the approval flows each round until reaching a structure everyone recognized as their actual way of working.

The biggest challenge was reconciling the approval flows between agencies, the technical office, and subcontractors into a single structured path, without removing the flexibility each team needed to make process-specific technical decisions.

As global competition for tech talent intensified, ArcelorMittal Sistemas struggled to attract and retain professionals despite its strong reputation and innovative culture.

The project establishes a new employer branding strategy that redefines how ArcelorMittal Sistemas connects with technology professionals. Grounded in Service Design principles, it turns fragmented interactions into a cohesive experience that reflects the company’s culture of collaboration and learning.

This project strengthens the company’s presence in the IT market while building a brand experience that reflects the values of a new generation of digital professionals.

To understand both internal and external perceptions, I conducted an extensive research process combining:

• Market and sector analysis (Brasscom, McKinsey, Google for Startups)
• Benchmarking with leading tech and hybrid companies (Localiza Labs, DTI, Santander, Hotmart)
• Stakeholder mapping across HR, Marketing, Communication, and Engineering
• Interviews with employees, recent hires, leaders, and recruiters
• Persona creation representing future talents, juniors, seniors, and leaders
• Employee journey mapping to identify friction points from recruitment to retention.

These insights revealed that the company’s strong internal culture was not reflected externally.

How might we reposition ArcelorMittal Sistemas as an attractive brand in a highly competitive market, aligning its identity and communication with the expectations of IT professionals?