Client: Large aviation company
Platform: Multi-platform (desktop, mobile, AR/VR)
For the past three years and counting, I've been guiding a traditional Fortune 50 company through a digital transformation. We're developing digital products that support their physical ones to meet the users' needs at critical touchpoints across the customer journey.
The project is under an NDA, so I'm unable to go into the details, but I can share some of the processes we employed to guide them through the development of a large-scale digital product.
My role was to lead the UX vision for the digital product developed; ensuring that we successfully translate and carry the business goals and research insights to guide our decisions through the design process.
The first year of the project was discovering what the needs of the business, users, and products were; we followed Lean UX principles to explore different directions for how the product could take shape and iterated quickly. We supported the discovery phase with stakeholder & user interviews, in-depth contextual inquiries, surveys, workshops, prototypes, and user testing.
What came out of the first year was a series of user personas, customer journey maps, prototypes, validated insights, and recommendations that would guide our decisions through the next phase of the project.
In the second year, we used our findings to create our roadmap and backlog of features for the product experience. We narrowed down the focus for the product and started by using our proofs-of-concept to bring the product to life. Over the years of development, we've used our design–prototype–test–validate–develop cycle to build the product.
We're still developing different portions of the product experience, but we've transitioned to feature tweaks, evangelizing our processes across the clients' other project teams, and prototyping concepts using emerging technologies to deliver a more immersive and meaningful customer experience in the future.