Duration: 2 weeks
My Roles: Product Strategist, Product Researcher
This case study showcases a multi-layered product strategy concept for AustroRails, a fictional mobility brand developed as part of my Human-Computer Interaction master’s coursework. The project involved speculative work designed to simulate real-world strategic thinking from complementary angles—one focused on user experience, the other on business strategy and systemic growth.
This was a group project I worked on with my two classmates, Lucie Weber and Eva-Maria Krah. We collaborated closely on most parts, so this case study reflects the perspectives and lessons that stayed with me most.
Note: AustroRails is a fictional brand based on anonymized observations of European rail operators. All data and designs are illustrative and developed for academic purposes only.
AustroRails’ service was investigated through competitive analysis, customer surveys, and usability testing. Consequently, three critical pain points were found:
These findings informed a roadmap focused on simplifying booking, increasing personalization, and enhancing the onboard experience.
We developed a three-year phased plan, anchored in KPIs and designed in collaboration with internal stakeholders:
This roadmap was developed in close alignment with a cross-functional steering group composed of the newly established UX department and the heads of Market Research, Digital Marketing, and Software Development. Their insights ensured strategic coherence, technical feasibility, and stakeholder alignment across the proposal.
As part of a simulated B2B mobility startup, we also designed and tested an AI-powered scheduling platform for AustroRails. The goal was to reduce costly delays, open new revenue streams, and scale a scheduling platform for international clients. To meet these goals, we proposed a scalable SaaS model supported by robust organizational structures for long-term viability.
We modeled a scalable product ecosystem by applying three key strategy tools:
Drawing from systems thinking and Conway’s Law, we examined how internal structures influence innovation and scalability. In a speculative growth scenario, we expanded the business model to include a large-scale industry partner, restructuring the startup into a platform-based enterprise composed of semi-autonomous microteams aligned by mobility sectors (e.g., rail, air, maritime). This redesign aimed to reduce bureaucracy, accelerate iteration, and enable long-term resilience in dynamic markets.
These projects expanded how I think about design. Working on UX strategy and business frameworks taught me to move beyond isolated user flows and explore how products grow, fit within a business, and remain relevant over time. I began asking not just “Is this usable?” but also “What assumptions are we making?” and “What kind of system would still work five years from now?” This shift helped me see design not just as a way to fix problems, but as a practice of building systems that adapt and endure. This mindset continues to guide how I approach complex, evolving challenges.
