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USAA – Executive Storytelling Program
Executives within my team's larger overall organization (Design, Digital, Innovation - DDI) were getting negative feedback about their presentations both to the board and to other executives with whom they were connected for interdependent work. They were unclear in their asks, not presenting at the right level, losing audience interest, and unable to pivot well when questioned.
This led to reduced resource allocation for important initiatives, risk of losing progress on important work, and lower morale across team members.
USAA – UX Design Resources Prioritization Framework
More and more partners wanted UX design support. But as the only workforce-facing UX design team throughout the entire enterprise, we never had enough designers to support. We had to find an objective way to invest not only in the work that would be most impactful for our workforce experience, but would also grow the skills and strengths of the team, unify siloed work, and result in direct cost savings or revenue growth.
USAA – 4-year IT Vision & Strategy
4 years prior, the employee-facing IT org (WDS) had hired a consulting team from Deloitte to help them craft their 4-year strategy and roadmap. Due to budget cuts, it wasn't feasible to hire consultants this year. Additionally, budget constraints put added pressure on the WDS organization to get laser-focused only on work that will have the highest impact on overall IT goals
USAA – HR Workday Optimization
USAA's deployment of Workday was over-configured and overly cumbersome. Employee sentiment with regard to Workday was not positive, and there were vast inefficiencies in completing many of the Workday tasks.
USAA – Together, Anywhere
Covid brought a massive shift in how USAA employees collaborated and worked together. We learned to embrace remote working, and adopted methods to stay connected while we couldn't be in person. But with a return-to-office looming on the horizon, we faced a risk of returning to the way things were before - when collaboration required in-person meetings, and those remote, hybrid, or not in our home office were not included equally.
USAA – Unified Workforce Experience
There were a wide array of services, offerings, and infrastructure provided as internal tools to enable USAA's workforce to do their jobs. A majority of those offerings were disjointed and disconnected from each other - from visuals to communications, from hierarchy to findability, from transparency to education. USAA employees were not able to interact with workforce-facing applications as a single entity.
USAA – Tech Support IVR
IT service management (ITSM) at USAA was costly and slow. Costs averaged about $20/issue to resolve, and a majority of the most popular issues had easily-automated solutions (password resets, for example) that required an average of 10-15 minutes if users worked with a support agent to resolve.
USAA – Tech Support Issue Scheduler
Our IT Service Management (ITSM) processes were such that if a user submitted an issue on their own, without calling or chatting the service desk, a support agent would reach out to them directly to get the issue resolved. If they could not make contact upon initial outreach, they would try again up to 3 times. If they still failed to reach to person who submitted the issue, they would simply close it out, stating that they could not make contact with the user.
USAA – Conference Room Issue Resolution
Prior to Covid, one of the highest-recurring pain points within the non-customer facing workforce was finding and booking a reliable conference room for meetings. Rooms were often booked out constantly, and when you could find a room, there was often a technology issue that prevented that room from being fully usable.
Cisco Umbrella – Power Up The Ultimate Defense
OpenDNS was in the midst of a shift from providing a free service to end-users (DNS management) to becoming an integrated part of an enterprise-level cyber security protection package. As an additional layer of protection (DNS management) that was not traditionally part of the security stack (which included things like antivirus and firewalls).
OpenDNS was entering in as a new service in the security field, and needed to be able to convince cyber security decision makers to add it into their existing security stack.
ServiceNow – No To Now
ServiceNow's challenge was that it was difficult to quickly convey the simplification their product offered to IT Service Management (ITSM) decision makers, which meant they did not have a healthy funnel of leads of this particularly hard-to-reach audience.
Transamerica – Agent Q
The primary problem to solve was independent insurance agents had to rely on a series of heavy Excel files to generate new quotes for insurance, which resulted in manual error, slow quote creation, and out-of-sync rates information.
Additionally, Transamerica administrators and managers needed a way to quickly communicate new information out to these independent agents on a department-by-department basis.