Lone Dobel
UX Lead &
Design Strategist
I build courageous, confident and aligned product teams through strategic design leadership, structured processes and a deeply user-centred approach.
Leadership in UX
Strategic design builds teams that are curious, courageous and able to make confident decisions. It leads to solutions that are validated, grounded in real user and business needs, and ready to scale.
My focus is on long-term product value through a mature, well-structured UX practice. I work closely with product leadership, engineering and stakeholders to build teams, processes and culture that can scale across the organisation.
Key areas of focus:
- Building cross-functional teams that act with confidence and clarity
- Developing UX maturity to deliver better products, faster, with less risk
- Aligning business goals, technology and user needs through data-driven insight
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Leadership Principles
I build courageous, curious and decisive teams through a clear product vision, strong processes, empowerment and strategic design. My goal is to create the conditions that allow teams to collaborate effectively, make informed decisions and deliver meaningful impact.
Leadership through a shared product vision
I align teams and stakeholders around one coherent direction so decisions are consistent and prioritisation is clear.
User insight as the foundation for ecosystems and holistic solutions
I design solutions that work across the entire ecosystem — not just in isolated features — ensuring relevance, coherence and long-term value.
Clear processes for stable progress and predictable delivery
Well-defined ways of working reduce noise, remove frustration and give teams space to focus on quality and innovation.
Empowered teams and strong collaboration across design, product and tech
Shared ownership leads to faster learning, stronger solutions and more confident decision-making.
Competence development aligned with organisational growth
I ensure team capabilities evolve in line with strategic needs, building long-term resilience and capacity.
Daily sparring and visible leadership
Close collaboration, feedback and presence create clarity, trust and shared responsibility for outcomes.
Data-driven decisions through research, testing and continuous feedback
Evidence guidess priorities, reduces risk and ensures solutions are grounded in real needs and measurable impact.
AI as an Enabler in UX Leadership
AI accelerates insight and sharpens decisions in UX. I’m focused on using it deliberately to improve how teams work, collaborate and deliver impact.
TESTIMONIALS
INSPIRING AND IMPACTFUL
“Lone is one of the most inspiring and impactful leaders I’ve worked with. She brings a rare balance of strategic vision, deep UX expertise and a genuinely people-first leadership style”
Sidsel
- UX Designer
CALM AND TRUSTED
“Her ability to maintain calmness in challenging situations inspired confidence and trust across the team”
Anja
- Chief Product Officer
EXEPTIONAL LEADER
“Lone is an exceptional leader who brings out the best in people”
Pernille
- Project Management Lead
Case 1
Building a Scalable, High-Maturity UX Capability in a Complex Product Ecosystem
Problem:
Appvestor faced a fragmented design process, low product consistency, slow delivery cycles and a frustrated UX team. My first priority was to stabilise the practice and establish a clear path forward.
Action:
I led a UX team of four and established a shared vision for how we wanted to work. Together, we mapped the current state, defined realistic goals and aligned them with the team’s aspirations.
I introduced structured mentoring and coaching to help the team apply UX tools and methods in real day-to-day practice, strengthening both confidence and capability.
I created new cross-functional team structures pairing UX designers with Product Owners to strengthen alignment between organisational needs and competencies.
I introduced a cross-functional collaboration model with clear deliverables, roles and ownership.
I implemented shared governance for design and handed over ownership of the design system to the team to increase engagement and accountability.
Result:
Within 4 months, UX maturity increased from Level 3 to Level 4, decision-making cycles became significantly faster and product quality improved across key features.
Case 2
Customer Value as the Strategic Driver for Product and Service Development
Problem:
When I joined Appvestor, it became clear that the organisation lacked a shared understanding of its users and customers. This misalignment led to initiatives and product development efforts that did not fully support the organisation’s goals or deliver meaningful customer value.
Action:
I led a research initiative to define customer types and personas, positioning them as a strategic alignment tool across Sales, Service and Product Development.
Together with Sales and Service leadership, I created a shared vision for our service offering, grounded in user journey mapping and key KPIs covering the full lifecycle from sales lead to service profitability.
To support this shift, I collaborated closely with Sales to map relevant third-party tools that could strengthen our delivery model and improve customer outcomes. This work created a unified understanding of how value should be delivered and where our strategic focus should be.
Result:
The work resulted in a new delivery model: shifting from in-house product development to a service-driven approach based on 3rd-party software. This refocused the organisation on customer value and operational efficiency and a clearer strategic direction. Following this strategic shift and a subsequent organisational restructure, I chose to pursue new opportunities.
Case 3
Aligning organisation around personas and stakeholder priorities
Problem:
For Foss’ customers - Decision-making was slowed by heavy manual processes, fragmented data access and a lack of shared understanding across teams. Quality managers spent hours compiling reports, while management, operators and feed formulation teams needed rapid access to critical insights.
At the same time, the broader software ecosystem at Foss spanned multiple instrument lines and eight segments, creating overlapping features, inconsistent structures and a complex stakeholder landscape with conflicting priorities that slowed down development.
Method:
I aligned the organisation around personas and jobs-to-be-done as core strategic tools, enabling clearer prioritisation and shared understanding across teams.
I worked closely with customers, management, quality teams and operators to understand decision points, data dependencies and operational workflows creating a clear vision for future products.
To support adoption, I facilitated change management by communicating the “why” behind decisions and maintaining continuous follow-up across teams.
Solution:
I established a scalable structure that removed redundant features and created a unified, future-proof ecosystem capable of growing with customers.
I designed actionable dashboards with clear KPIs for feedmill management and quality teams, reducing reliance on manual Excel work and enabling faster insight access.
For instrument users, I designed intuitive interfaces that supported fail-critical processes in harsh industrial environments.
Result:
Users were empowered to grow confidently into the solution, and the new eco system established a scalable foundation for future growth while maintaining stakeholder alignment.
Decision-making became significantly faster, operational efficiency improved, and visibility across teams increased.
Competencies
- UX strategy & product vision
- Team leadership & development
- Design processes & operational excellence
- Research & analysis
- Design systems
- Roadmapping & stakeholder alignment
