case study

untangling a web of complexity:
improving access to government services

Department of Foreign Affairs & Trade, Australian government

the challenge: a broken digital ecosystem

At the start of the Department of Foreign Affairs and Trade (DFAT) project, I was faced with a confronting reality: hundreds of disconnected government websites were failing the very people they were designed to serve. This massive network of sites — from the main DFAT site to embassy sites worldwide — resembled a linear, outdated service model with siloed operations, unmanaged growth, and digital waste. Each site had evolved independently, creating a fragmented system with duplicated content, disconnected user journeys, and inconsistent experiences.

For a government agency responsible for connecting Australia to the world, this digital fragmentation was more than just an inconvenient user experience; it was a barrier to essential government services that people depended on.

DFAT's confession said it all: they had no idea who was using their sites or why.

I was brought in to lead research that would identify users, uncover the root of these issues, and help DFAT reimagine their digital presence; not just as a set of individual sites, but as an interconnected, efficient, and adaptable ecosystem.

uncovering the problem through strategic listening

Before diving into solutions, I knew I needed to understand the full scope of the problem. This wasn't just about fixing websites; it was about understanding a complex system of stakeholders, users, and needs that spanned the globe.

I designed and facilitated two critical stakeholder workshop: one focused on the core dfat.gov.au site, another on the 109 embassy and consulate sites worldwide. But after the first session revealed surface-level engagement from the stakeholders, I recognized I needed to pivot my approach.

The breakthrough came when I shifted from asking stakeholders what they thought, to challenging their assumptions.
I pre-populated our collaborative Miro boards with existing assumptions and asked participants to refine, challenge, or validate them. Deeper insights emerged. Stakeholders began questioning long-held beliefs about their users and acknowledging gaps in their understanding.

This strategic shift didn't just improve workshop engagement, it revealed that DFAT's challenges ran deeper than technical issues. Their entire digital presence was built on assumptions rather than evidence.

beyond surface-level fixes: applying systems thinking to a fragmented network

To gain better understanding of the fundamental usability issues, I conducted a comprehensive UX audit across DFAT's digital ecosystem. What I discovered was a perfect storm of systemic issues:

Navigation structures that favored internal organizational hierarchies over user mental models. Citizens looking for passport information had to navigate through bureaucratic categories that made no sense to them.

Content fragmentation that created competing sources of truth. The same visa information existed in three different places, with subtle but critical differences that could undermine user trust.

Accessibility barriers that excluded entire user groups from accessing services they were legally entitled to use.

But I didn't just identify problems: I mapped their interconnections and prioritized each issue by its level of impact on the user experience. This systems thinking approach helped DFAT understand that quick fixes wouldn't solve fundamental structural issues. They needed a strategy that could make the ecosystem more coherent, usable, and sustainable over time

bringing users into the conversation: global research at scale

I designed and executed a global user research program that brought DFAT face-to-face with their actual users for the first time.

Recruiting participants across four countries while managing government security requirements, time zone complexities, and diverse user needs wasn't just logistically challenging; it required strategic thinking about representation and access. I had to ensure we heard from Australian citizens abroad, foreign nationals seeking to enter Australia, and various other user groups, each with different needs and contexts.

What I discovered was eye-opening: people were creating elaborate workarounds just to complete basic tasks. One participant had bookmarked seven different embassy websites because she could never remember which one actually had the information she needed. Other participants stated they had given up entirely on using government sources and would rather get visa information via Google instead.

The moment that changed everything: During our user testing sessions, I watched a participant — an Australian citizen who had tried to get help for his family stuck in Ukraine at the start of the war — navigate through DFAT's fragmented system. He described how he struggled to find the right information and support channels in a crucial moment. He felt a sense of urgency to help his family along with frustration and helplessness when he couldn’t easily access the government support he needed.

This was more than a usability issue; it was a human story that clearly showed how DFAT's fragmented system could fail people when they needed government support most

transforming data into strategic action

With 19 in-depth interviews and quantitative survey data across all websites, I faced the challenge of synthesizing large amounts of complex information into actionable insights. Using Condens as a central location to manage the data, I completed several levels of sythensis until four interconnected themes emerged:

Complex navigation that reflected internal government structures and language rather than user needs.

A lack of purpose and identity for Australian citizens and foreigners to connect with, leaving users unsure whether they were in the right place.

Content duplication that created contradictory information sources.

Design inconsistency & outdated technology that undermined trust and credibility, causing users to abandon the sites altogether.

But raw insights alone don't drive change; compelling narratives do. I created personas and journey maps that told human stories, showing DFAT leadership exactly how their fragmented system impacted real people trying to access essential government services.

driving executive buy-in through strategic storytelling

The final challenge was translating complex research findings into a strategic narrative that would inspire action at the executive level. I led the creation of a cross-disciplinary executive summary, integrating findings from design, tech, and content teams.

My goal for the narrative was to connect user pain points to business impact and demonstrate what DFAT's digital ecosystem could become if it was redesigned around user needs rather than internal structures:

How we might reduce complexity and improve dropout rates by designing a simple navigation with user-friendly language

How we might simplify user journeys by removing accessibility barriers and creating clear signposts to crucial information

How we might reduce wasteful content and build consistency into content workflows by consolidating duplicated content and organizing relevant pieces of information together

This strategy invited DFAT to adopt a long-term, user-first, system-aware mindset; one that mirrors circular principles of longevity, adaptability, and value over time.

the impact: from assumptions to evidence-based strategy

While the transformation wasn't immediate, it was fundamental. As a result of this research, DFAT had, for the first time:

A holistic understanding of their global user base grounded in real evidence rather than assumptions.

Executive-level commitment to user-centered design as a strategic priority across their entire digital ecosystem.

Concrete, prioritized recommendations that addressed systemic issues rather than surface-level symptoms.

Increased empathy and user awareness among stakeholders, who now had faces and stories to connect with their work.

But the most significant outcome was cultural: DFAT shifted from making decisions based on internal assumptions to making decisions based on user evidence.

what this means for complex systems challenges

This project taught me that the most impactful solutions often come from stepping back to understand the whole system before trying to fix individual parts. Whether it's government digital services or circular economy challenges, these challenges require:

1 Systems thinking that maps the connections between seemingly separate problems.

2 Strategic research that uncovers root causes rather than just symptoms.

3 Human-centered approaches that keep real user needs at the center of complex decisions.

4 Stakeholder engagement that builds the understanding and buy-in required for transformational change.

5 Evidence-based storytelling that translates complex insights into compelling cases for action.

The circular economy faces similar challenges: complex systems, multiple stakeholders, and the need to shift from linear thinking to interconnected solutions. The strategic problem-solving approach I used at DFAT translates directly: understand the system, focus on human needs, build evidence-based cases for change, and create narratives that inspire action.

This project reinforced my belief that the most complex challenges require both critical analysis and human empathy: a combination that's essential for driving the systemic changes needed in sustainability and circular economy work.