Define before you design.
When a problem is genuinely new, the first design artifact may be the definition of the problem itself.
CASE STUDY 02 · 0 → 1 DESIGN AND PRODUCT LEADERSHIP
Making enterprise digital experiences measurable at scale.
Creating a scalable way for enterprises to understand, measure and improve digital experience—and turning the idea into a product offering.
THE CHALLENGE
Everyone talked about digital experience. Very few could measure it.
Every year, the global IT management team struggled to prioritize investments because there was no standardized way to measure experiences holistically across thousands of apps in the ecosystem.
Every team requested an enhancement budget, but there was no data-driven way to validate the need and business value of experience interventions.
Traditional product metrics could tell us what people did. They couldn't reliably tell leaders whether the experience itself was working—or where to improve it.
DEFINING THE PROBLEM
Before we could build a product, we had to define what “good” meant.
I was the principal inventor of a scalable enterprise user-experience measurement framework: the Digital Experience Score. Rather than rely on a single proxy, DEX brought six dimensions together to create a broader view of experience at scale.
FIG. 01 / DIGITAL EXPERIENCE SCOREMEASUREMENT FRAMEWORK
01 Usage02 Usability03 Sentiment04 Accessibility05 Performance06 Support
FROM AMBIGUITY TO PRODUCT
The framework became the product strategy.
My role moved continuously between design direction and product leadership: defining the vision, shaping the measurement model, aligning technology partners and turning an abstract idea into something teams could actually use.
LEADING ACROSS DISCIPLINES
The product required more than a design team.
As Design Director and chief product owner, I helped orchestrate the platform across design, data, AI/ML, engineering, operations and change management—while coordinating external technology providers.
Digital Experience
Leadership
Leadership
Vendor
Management
Management
Design & Product
Design Director & Chief Product Owner
DesignProduct and experience design
DataArchitecture and engineering
AI / MLData science
EngineeringPlatform and BI development
OperationsService and support
ChangeAdoption and enablement
TECHNOLOGY ECOSYSTEM
DataDog · ServiceNow · NexThink · Qualtrics
THE SHIFT
From methodology to something the enterprise could use.
What began as a way to answer a difficult design question became a repeatable capability: a measurement framework, technology platform and product offering.
IMPACT700K
Users across hero applications were touched by the experience measurement program, helping teams identify meaningful areas for experience improvement.
INVENTED
Created a scalable enterprise user-experience measurement framework.
OPERATIONALIZED
Turned the framework into a technology-enabled platform and dashboard.
ADOPTED
Partnered with executives to drive enterprise use and identify improvement opportunities.
COMMERCIALIZED
Packaged the solution as a digital workplace offering for clients.
FIG. 03 / EXPERIENCE MEASUREMENT DASHBOARDENTERPRISE PRODUCT EXPERIENCE
WHAT I TOOK WITH ME
What 0→1 leadership taught me.
The outcome I'm proudest of was building a team, vision and foundation capable of continuing to deliver after I was gone.
Frameworks create leverage.
A useful model gives multidisciplinary teams a shared language for making decisions long before a polished product exists.
Products need translation.
Moving from an idea to a platform meant translating continuously between experience, data, technology and business value.
0→1 requires conviction and adaptation.
The direction has to be strong enough to create momentum and flexible enough to change as evidence arrives.