From fragmented Partner tools to a coherent experience strategy.

The problem was organizational as much as experiential. Together with Strategy, Business and Partner leaders, I helped define the program structure, the pillars that should organize the Partner Experience and the multi-year direction for reducing fragmentation and increasing self-service.

Within Design, my role went beyond my immediate team. I advised where roughly 20 designers should focus across the pillars — where stronger seniority was needed, where to increase effort and which work should wait until higher-value dependencies were resolved.