Global Financial Services Company

After two years leading experience strategy for investment products, I was asked to oversee a digital investment platform transition affecting more than 100,000 customers.

The Situation

Digital product development was divided across several product units, each with its own UX, content, and product teams. As a result, the suite did not feel like a cohesive product. Communication remained siloed within individual units, and while business and product goals were being met incrementally, the overall customer experience remained fragmented.

How I Worked

Reached across product families to establish a regular communication cadence, not as a performative exercise, but as a practical system for sharing intent and maintaining alignment.
Learned the organization’s structure, technology constraints, and completed work before proposing a new direction.
Created an Experience Brief: a value-adding artifact that made the experience vision tangible for the client and supported onboarding for new team members.
Developed an MVP experience vision and a North Star in parallel, keeping both connected to content strategy, engineering, and the client’s Head of UX.

What Followed

The work contributed to the launch of several internal digital product initiatives. The client then asked me to lead discovery for a much larger effort: transitioning more than 100,000 customers seamlessly to a new digital platform.

Success on this account was not defined by a single deliverable. It was measured by trust, earned in a complex, multi-consultancy environment under a strict NDA.