WHERE I'VE WORKED
Banking & Finance · Education · Media · Automotive & Mobility · Supply Chain · Energy
Laura Cancellieri
Teams come in stuck.
They leave knowing what
they're actually building.
The harder problems aren't technical - they're the ones where the friction is between people, or between a team and what it isn't yet saying.
SENIOR STRATEGISTFAST PROTOTYPERPLAYS CAREFULLYPATTERN-LEDINTUITION-DRIVEN
AVAILABLE FOR
3-week sprint · 6-week embedded · 1:1 session.
CURRENTLY
Sprints from July. Workshops and 1:1s open before then.
Listen. Question. Create. Refine. Repeat.
CLARITY
Stakeholder interviews. Research synthesis. The sentence the team has been avoiding, named on the board in their own words.
ALIGNMENT
Workshop facilitation, decision frames, alignment maps. Disagreements go on the board explicitly, not smoothed over in the meeting.
DIRECTION
What to build next, why now, what to cut. Roadmap input, prioritisation, the tradeoffs nobody wants to write down.
Selected Work
Three engagements where the team knew something was off. The work was figuring out what. Client names redacted.
Modernising a legacy planning platform into a scalable product experience.
CONTEXT
Internal B2B media planning tool used by experienced users, but difficult to adopt for new audiences.
CHALLENGE
Outdated structure and workflows limited usability, adoption and future expansion. The product was functional but strategically constrained.
MY ROLE
UX strategy, research, design sprint facilitation and product experience design.
OUTCOME
- Clearer product structure aligned with modern UX standards
- Scalable foundation for new workflows and features
- Improved usability and onboarding for new user groups
From ideas to evidence: embedding research into product decisions.
CONTEXT
Complex financial environment with many stakeholders and fragmented knowledge.
CHALLENGE
Product ideas were not systematically validated, and research insights were scattered and underused.
MY ROLE
Product experience strategy, research leadership, insights synthesis and organisational enablement.
OUTCOME
- Established an idea validation process
- Introduced an insights management approach
- Reduced redundancy and improved knowledge reuse
- Enabled evidence-based product decisions
Aligning stakeholders through research to enable product direction.
CONTEXT
Multiple teams needed a shared understanding before defining priorities and roadmap.
CHALLENGE
Fragmented stakeholder perspectives risked unstructured alignment and opinion-based decisions.
MY ROLE
Stakeholder interviews, research synthesis, journey mapping and facilitation support.
OUTCOME
- Shared understanding of current-state challenges and opportunities
- Research-informed kickoff and alignment workshop
- Clear focus areas for future roadmap development
Want to know how I did it?
I see everything as play.
Play as method, not tone - iteration, prototyping, pattern-recognition.
BACKGROUND
Product and UX strategy, with a stretch of cross-disciplinary creative work - making something coherent out of people with radically different ideas about what they were building. That's where I learned what no product framework taught me. Sectors keep changing; the work doesn't.
BASED
Marseille and Berlin. Fully remote.
LANGUAGES
FR · DE · EN · IT. Same idea, four shapes.
TRAINED
IDEO U - Activating Strategy · Impactful Presentations · Human-Centered Service Design.
I work best with people who take their work seriously, but not themselves.
Want to talk?
Get in touch.
I take on a small number of engagements per quarter. Tell me what's stuck, in your own words - bullet points are fine, half-sentences better.
EMAIL
hello@lauracancellieri.com
WHERE
Marseille and Berlin. Fully remote.
AVAILABLE FOR
3-week sprint · 6-week embedded · 1:1 session
…or leave a note
What I do, and the moments it works for.
Before the wrong thing gets built. When alignment breaks down. When a team knows something is off but can't name it yet.
Curious about one? Grab a sticker from the bottom-left and drop it on the services that catch your eye.
3-WEEK SPRINT
Product Direction Sprint
Three weeks. A direction the team can act from - not a deck nobody opens again.
Stakeholder interviews. Research synthesis. A working session where the real direction gets named - not the polite version. You leave with a working board, the decisions you've made, and the ones you've chosen to defer.
You leave with:
- A direction the team has actually agreed on
- Prioritised focus areas, named on the board in the team's words
- The decisions deferred (and why)
- A roadmap that reflects what the team will actually do next
Best for:
- Early or mid-stage product strategy
- Teams stuck between two directions
- Complex B2B or platform environments
6-WEEK EMBEDDED
UX Strategy, embedded
Six weeks alongside the product team. Research becomes structure, not a report.
Stakeholder and user research, synthesis, UX strategy, and the structural decisions that shape how the product actually behaves. The deliverable is a product team that knows what it's building and why.
You leave with:
- Research synthesis the team will actually use
- User journeys mapped to real usage, not the brief
- Interaction structure and the decision logic underneath it
- Usability validation built in, not bolted on
WORKSHOPS & FACILITATION
Stakeholder Alignment & Facilitation
One session, or a series. The disagreements that have been quiet get put on the board.
Alignment workshops, decision frames, working sessions. What's been quietly avoided gets named in the team's own words. You leave with clarity that travels back to the team - not just agreement in the room.
You leave with:
- Workshops that produce decisions, not summaries
- Decision frames the team can return to between sessions
- Disagreements named explicitly, not smoothed over
- Less friction in the next sprint
1:1 & SMALL TEAM
Coaching for people who do the work
One session, or a short series. For senior practitioners and small teams hitting a ceiling that isn't about skill.
1:1 with people who are technically excellent but stuck in a role, a project, or a pattern of thinking. Team work for groups where the relational friction is getting in the way of the actual work. Not generic leadership coaching.
What we work on:
- Creative direction and decision-making under uncertainty
- The dynamics between you and the people you work with
- Getting unstuck - in a project, a role, a pattern of thinking
- What you actually want to be doing, and whether you're doing it
Format: 1:1 sessions · Team intensives · Short-term engagements
Not sure which shape fits?
Four questions. I'll suggest the engagement that matches.
STEP 1 OF 4
What are you stuck on?
CANVAS
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