Christian Bolorinos

WSA is an award for digital products helping drive the UN SDGs. Being a global organisation (any UN member state can participate) WSA provided many opportunities for global connections. However, while the WSA community was informed of global events through the website - they often had little idea what WSA was doing locally. Additionally, the application process changed based on the requirements of the local coordinators, so the application process was very convoluted on WSA's old website - which asked for them to look up their local expert and find out what the local rules were from them.

These dynamic country pages were my way of solving this problem. The pages showed the unique application process for each of the 182 participating countries, and linked users directly to the database where they could submit their application. Additionally, the country pages showed the local winners, youth ambassadors, national experts and local events - giving the users a way to interact directly with their local WSA community, and actionable steps to get involved. The pages greatly increased the number of applicants to the WSA Award, and strenthened their presence on a local level.

My role was in designing and developing the pages. I worked closely with the community manager for the award, who knew a lot about the pain points and unique needs of applicants.

Other tasks I did to strenthen WSA's local presence and engagement included using ChatGPT to regionalize their newsletter. The software they used for their 20k contact list (Brevo) showed the location that each contact was opening the emails from. I used this data to segment their mailing list by region, creating 5 different regions. This helped promote local events, and increased engagement from the users who were now being shown content that was more tailored to them.

I also created the explainer video for WSA. I'll leave it here so you can get an idea of the motion graphics work I did for them - and also incase you are completely confused about what WSA does!

During the Covid-19 pandemic, Ria was forced to rapidly transition from a predominantly brick-and-mortar operation to a digital-first product. The urgency of the situation required prioritizing speed and reliability over polish, while still maintaining trust in a highly sensitive financial context.

To see the full app you can download it on Android or IOS. My role focused on overseeing the customer-facing interface of the mobile app as it was being prepared for launch across multiple markets, including the US, Canada, the UK, Spain, and Australia. Rather than starting from idealized user journeys, we worked under severe time constraints and evolving requirements, making continuous trade-offs between scope, usability, and delivery timelines.

Product decisions were informed by weekly feedback loops with the customer support team. This allowed us to quickly identify friction points, assess their impact, and decide which issues needed to be fixed.

The app was ultimately well received given the circumstances, serving as a critical continuity channel for Ria’s customers during lockdowns. The experience reinforced my approach to product decision-making under uncertainty: prioritizing clarity, minimizing risk, and using operational feedback as a strategic input when traditional research methods are unavailable.

Two notable updates I made on the 5Mins app were the social functionality on the home page, and the gamification system.

Home Page

5Mins is a B2B app that allows users to learn skills relevant to their role, while competing with their coworkers, and in some cases, being guided or supervised by their superiors. When I got to 5Mins their home page showed mainly algorithmically suggested content based on the users' skillset. This made sense when it had less than 500 monthly users, but as we got nearer to 10,000 we wanted to start having some social activity on the app as well. The first thing we did was add the “share” button to videos. If a user liked a video they could share it either within or outside the app. Additionally, we added a social tab to the home page which allowed users to view content that was either suggested by their coworkers, trending in their teams or assigned by their company. You can view a clickable prototype of my designs here.

Gamification system

When I got to 5Mins there was some gamification elements in place, including a streak function and a daily goal. To further incentivise users, I added a learning path with a system of badges and (for more engaged users) certificates which could be displayed on LinkedIn or their CV.
The learning path can be viewed here.

In the early stages, the user would unlock badges by attaining skill points (which could be attained by watching relevant videos). However, once they had unlocked three badges, then they would be offered certificates as well. When the user completed the designated amount of lessons, they would be prompted to do an assessment. The assessment used an AI agent powered by ChatGPT that would scour there past few videos and generate a few quiz questions. If they got more than 80% of the assessment correct, they would get the certificate.

During my time at SwissBorg I had many responsibilities; among them maintaining and evolving the marketing website, as well as contributing to internal innovation initiatives exploring new forms of digital ownership and community engagement.

TThe website’s main purpose was to get people to download the app. Part of how I did this was by A/B testing different components and measuring how they performed against each other. Whenever one variant significantly outperformed the other, I would move forward with that design and proceed to test something else. One clear example of this was the QR code on the home screen. When I joined SwissBorg it only appeared on hover, but after running an A/B test comparing it with a version that showed by default, the second option led to roughly twice as many app downloads.

Another purpose of the website was to upsell the premium version of the app. We did this by showing compelling graphs comparing the yields users would get with different subscription plans. These graphs, as well as many other interactive components on the page, were monitored with Hotjar to understand which elements users interacted with the most. In the Figma file below are some notable examples. The standard yield graph showed how much more interest users would earn with higher-tier plans, and the CHSB yield graph showed similar comparisons for token-based rewards. The CHSB yield included more advanced logic, as returns varied depending on the amount invested. Since most users were not interested in this level of complexity, we used an accordion pattern so the information was available without overwhelming the main experience.

In parallel to these core product responsibilities, I also participated in early-stage experimental projects within SwissBorg focused on tokenization, community-driven products, and emerging digital asset models, contributing to product discovery, UX exploration, and rapid prototyping.

This project focused on redesigning the website for Barclay Damon, an international law firm with 9 offices, 65 practice areas, and hundreds of attorneys. The core challenge was not visual refresh, but scale: creating a system that could accommodate a large, complex organization without fragmenting the brand or overwhelming users.

Early in the process, I explored multiple strategic directions for how the firm could present itself digitally. One concept emphasized Barclay Damon’s Renewable Energy practice, while another used a more abstract, flexible visual system capable of representing a wide range of legal domains. These explorations were used to align internal stakeholders around what the website needed to do for the business, not just how it should look.

The final direction prioritized adaptability and longevity over expressiveness. The website was designed as a modular system, allowing hundreds of pages to be created, maintained, and evolved without design conflicts. Motion and visual differentiation were used selectively to avoid compromising clarity or performance.

While my role included hands-on design, the strategic value of the project lay in translating organizational complexity into a coherent digital structure — one that balanced marketing needs, editorial autonomy, and long-term maintainability within a custom CMS environment. This website was made almost 10 years ago, and it is still live, and still doesn't look dated so I would consider it a success, and one of my favorite examples of my early work!

Ria was the first time I was exposed to design that was entirely independent of Marketing. The purpose of my department was to change public perception of the brand, particularly among prospective talent and potential partners.
One of the ways in which we did this was by reframing Ria. Ria is generally associated with low end neighborhoods around Europe and the US, but our videos told a story about how it was a driving force in the redistribution of wealth from wealthy countries to poor ones. We also told the story about how it was a lifeline for entire communities.

Another of the ways in which me and my team did this was by making educational content. These animated videos informed people of difficult to grasp concepts in finance and economics. They were put on Ria's Instagram, LinkedIn, and YouTube platforms. The videos were meticulously targetted, using keywords that were frequently googled and infrequently referenced. We covered not only FinTech topics such as Blockchain, Mobile Banking and EFT's; but also remittance related topics such as Microfinance and Romance Scams.
The videos were enormously successful. Our Instagram following increased by over 200% and our LinkedIn by 70% (making us the most followed account on LinkedIn among all our competitors). My role was mostly in animating, but also researching and in some cases writing the content.

Steven the Lettuce is a start-up I co-founded with 2 business partners. It is an app that gamifies sustainability by offering users rewards for logging sustainable behaviors, and provides them with sustainable alternatives to any brand/business/service they look up. I was responsible for branding the company and designing the interface.

I created the explainer video, maintained the website and helped pitch the project in Venture Lab and South Summit. The image above is a screenshot from the Explainer Video which features several animations of Steven.

For market research on what was effective at getting users engaged, as well as to give investors a basic idea about how the product worked, I also developed a functional prototype. The prototype featured 5 different services: a social feed, a browser add-on, a petition search engine, a company search engine and a section for logging behavior. The prototype was made on Adobe XD, and has been tested on over 700 different users. Using Google Forms and the commenting function on XD, we were able to get user feedback, and iterate based on our results. The prototype went through four iterations. The final iteration can be accessed through this link.
Other research conducted for Steven included several online surveys and a simplified Carbon Footprint Calculator.

I was hired for only a 6 month contract at Servie Club Delivery, and while my formal role was as Sr Marketing Director, my informal roles included Web Developer, UX/UI Designer, Social Media Manager, UX Researcher and Motion Graphics Designer.

The company was formed to connect couriers to courier companies (Uber Eats, Glovo, Deliveroo, etc), and to reduce their churn rate (which is one of the biggest pain points for these companies). Our services included a job board and an academy where couriers could upskill and earn certificates (think LinkedIn for couriers).

When I joined SCD I also signed up to be a courier for Deliveroo to better understand the ecosystem, riding around Madrid delivering food for about 3 hours a week. I also interviewed countless couriers, both in person and online through surveys, interviews and data analysis. I soon found the massive pain point that they had, and a way we could fix it.
The hardest part about working for the delivery apps was the infernal pile of indecipherable documents that one had to complete to be able to register as a freelancer. This was made significantly worse by the fact that most couriers are either students or migrants.

The first step we made was to add a course in the academy on getting and maintaining a Spanish work visa, as well as several others helping people understand what work opportunities were and weren’t available to them. Users had to create a profile on our system to access these courses, which were marketed extensively on online communities that were popular with students and recent migrants. Additionally, we partnered with a company that registered people as freelancers for a small monthly fee (around 12 euros if I remember correctly). This meant that through our interface we were able to offer people a way to fill out this immensely complicated paperwork without lifting a finger.
The result was a massive increase in the couriers in our system. It rose from 2,000 to 14,000 in the six months I worked there. Our social media channels were similarly affected (+400% and +75% on Instagram and LinkedIn respectively). These rapidly inflating metrics also got us important contracts with 4 different major companies (Glovo, Uber Eats, Stuart and Getir).

Nomads Relocation is a small business I set up in Madrid with a friend. Over 2024 and 2025 we noticed that there were an increased number of Digital Nomads entering Spain, and that it was exceedingly difficult for them to apply for the visa, file their taxes correctly and find housing. Nomads Relocation aims to make this process smoother. Our customers provide us with the neccesary documentation, and process it all for them for a small fee.

The process is heavily automated, mostly using n8n. Gravity Forms sorts potential customers into the appropriate categories, and once they pay the fee an automated email asks for the neccesary paperwork, which is then sent to the partners who process them. Additionally, the sales funnel is automated as well, me and my business partner both get alerts whenever someone mentions moving to Spain on a handful of subreddits and Facebook Groups. An AI decides if their case is relevant, and drafts a response, which we then post in the Reddit/Facebook comments (this last step has to be done manually, as Reddit and Facebook both heavily penalize automated behavior).

There is also an AI agent on the website which helps people find out if they're eligible for the Digital Nomad Visa or not. If they are, the AI agent emails us their information, and tells the user that they will be hearing from us shortly.

During my Master’s in Customer Experience & Innovation at IE, I was part of a small team commissioned by Hilti to investigate the drivers behind a high churn rate among lower-income customers. The problem was framed not as a usability issue, but as a mismatch between Hilti’s value proposition and the financial realities of this segment.

We began with large-scale qualitative research, analyzing over 4,000 customer emails to identify recurring themes. From this dataset, approximately 200 customers completed structured questionnaires, and around 20 participated in in-depth interviews. This allowed us to move from anecdotal feedback to validated behavioral patterns.
Our research revealed that churn was not primarily driven by dissatisfaction with product quality, but by poor understanding of long-term cost structures. Many customers were making purchasing decisions without a clear picture of when renting versus buying made financial sense, leading to regret and disengagement.
Based on these insights, we mapped the customer ecosystem and end-to-end journey for this segment, identifying key decision points where Hilti could intervene earlier. Rather than proposing major changes to the product line, we recommended targeted adjustments to how value was communicated.

Our final proposal combined strategic insights with a concrete intervention: a value calculator designed to help customers compare rental and purchase scenarios based on their actual usage patterns. The goal was not conversion, but education — reducing churn by enabling more informed decisions upfront.

Several years after working at Service Club, they approached me because their social media campaigns had gotten way too "stock-photoey".
The CEO reached out to me because she had always appreciated the eccentric, human touch that I had added to the brand. I was happy to help out - partly because I always enjoyed the autonomy I had when working for Service Club, and also because I had been looking for an excuse to do a campaign with AI generated video.

The objective was simply to get people to sign up to be couriers on their system. My solution was to grab the users attention to get them to stop scrolling, and then to offer them a job. I made some reels, some stories and some posts. One of the best performing ones was this one - a surfer who was carrying a few parcels. The visual was strange enough to catch people's attention, and after just a few seconds they were prompted to sign up with Service Club. The reel got more than 12,000 views (it was boosted, though I don't know how much money they put on it), and a 2.5% click through rate (they usually averaged less than 1%). I suspect this surfer courier's success was due to his extrordinarily good looks!
The campaign featured a variety of outrageous AI generated scenarios that made couriers look like the coolest people in the world. They included spider man, superman, surfers, snowboarders, Santa Clause, the Grinch and a few others. There were also some regional campaigns made for when Service Club needed more people in their system for a specific location. The reel below is one that I made for when they were seeking couriers in London.

The campaign was successful but Service Club didn't have enough funding for me, and I didn't have enough time for them. As always though, I made sure to accomodate them as much as possible. One way to do this was by making templates. This template on Canva had the skyline and text as a separate layer from the "super courier". This meant that they could drop any skyline into the background layer and reuse the template for any city specific campaign they needed.

An important aspect of my professional practice is aligning my work with the Buddhist principle of right livelihood — contributing to projects that have a genuinely positive impact on people and communities. Rangjung Yeshe Gomde, a Tibetan Buddhist retreat center in the Austrian prealps, is a long-standing client that reflects this commitment.

I designed and built Gomde’s website from scratch to support their core operational needs. The primary goal was to create a clear, accessible platform for announcing retreats and events, while accommodating a bilingual audience (approximately 75% German-speaking and 25% English-speaking). The site also needed to be easily maintainable by non-technical staff and support extended stays through flexible booking functionality.

The result is a custom WordPress website featuring a multilingual setup, events calendar, blog, and booking system. To reduce operational overhead, I implemented extensive automation using PHP and n8n webhooks. When staff create an event, a corresponding registration form is generated automatically, with dates synchronized to the event while remaining editable by participants. Upon submission, users receive confirmation emails, are added to a Google Calendar event as attendees, and receive automated pre-arrival and post-departure communications.
These automations also provide staff with real-time visibility into attendance numbers, dietary requirements, and accommodation preferences, and sync participants to Mailchimp with language and interest-based tagging for targeted communication. This replaced a previously manual workflow based on printed calendars and spreadsheets, saving significant administrative time.
In addition to the website, I produce Gomde’s monthly podcast, which averages approximately 800 listeners per episode.