Pivotal Labs
Acting as one-third of a balanced team, I drove the value of user-centered design amongst client teams when building a product. During all engagements, I lead design and research efforts, and collaborated with the product management team on strategy and roadmap efforts often leading prioritization exercises to ensure we were delivering the most amount of user value with the least amount of work.
I collaborated closely with the development team to ensure a shared understanding regarding problems we were solving as well as to ensure we were build an iterative and lean product. We frequently spoke to both users and stakeholders to ensure the products were being built with the right user needs in mind.
Accomplishments
Facilitated workshops with stakeholders & team
Displayed the value of Design on teams who had never had that role
Led and created research plans
Employed JTBD Methodology
Facilitated Alignment Workshops
Dell | in Austin
While working with Dell I led 4 projects with designers of all different experience levels, all products relating to internal tools. In addition to my time on the team, I worked closely with the enterprise transformation team.
Boeing | in Chicago
While working with Boeing I facilitated strategy conversations within the product team and interfaced with the executive team of Boeing. Through design pairing we created an internal solution to a high priority problem.
Pivotal R&D | in Sa.Monica
Towards the end of time with Pivotal I was dropped into our R&D team to lead design on internal development tools. I led strategy conversations, facilitated workshops and exercises, and helped ensure the team was exploring iterative solutions with the user in mind.
Disclaimer: Due to the consulting nature of my work with Pivotal, the specifics of my work are unable to be shared. I am keeping a lot of the work very general in order to demonstrate the process while being mindful of the details that I’m sharing.
High-level process
Discovery & Framing
Every engagement started with an understanding of what we were actually trying to solve. Depending on the complexity of the domain or the length of engagement, we were able to spend several days to several weeks trying to understand the current process and potential opportunity areas.
Balanced team
The most important aspect of working with Pivotal was the emphasis placed on working collaboratively with the entire product team: product management, product design and development. This enabled the entire team to have shared understanding and allowed for lower fidelity artifacts thus faster development time.
Iterative problem solving
The reason we had such successful engagements is because of the shared approach of lean and iterative product design. Once we understood what problems to solve, we optimized for user impact and technical feasibility, this insured we were delivering as much user value as often as possible.
