So, as we started to uncover all these obstacles – I continued to remind the team that we had to set a basic set of rules when either working with colleagues in or out of our UX teams. So we installed these collaborative and standardized rules as we partnered with cross functional teams and partnered clients: Always be present – Defer our judgements – Encourage wild ideas – Build on the ideas of others – Drive one conversation at a time – Be as visual as possible – Aim for quality – Stay focused on the topic. PS documentation and share outs were key here in our weekly research and discovery sections.

With these external joint sessions in place the vision within our definition and Ideation was starting to take place, with clear and transparent documentation, were we continuously involved our data and architectural engineers to be part of our methodologies and new processes to make sure this new vision could be realized but also be sustainable for other products to carry over as well

Once we had these structures organized, we then started to look at what the legacy would look like on a more simplified field or varied device based on the user. Reminder our legacy use case was handwritten sheets on the job site or manually documented excel spreadsheets which would then be manually written into a MS-DOS application.

Building on these experiments, we expanded the scope to align with a deeper focus on “Jobs to Be Done” (JTBD) within the product framework. This approach not only refined the core product thinking but also emphasized intentionality in how different users engage with the system.

We designed tailored solutions for distinct user groups, prioritizing mobile experiences for operational teams, such as field crews (mCrews) who require real-time, intuitive interactions while on the move. Concurrently, we developed a desktop-first model as a complementary, secondary platform designed specifically for higher-level operational roles, such as clerks and managers, who rely on data-driven insights and process oversight to perform their jobs effectively.

We then began to broaden our focus to define the Minimum Viable Product (MVP), specifically honing in on how Operations would align with Data. This was a crucial step in establishing how the product’s architecture would evolve, providing clarity on the flow of data between systems and users. Our goal was to outline how operational tasks would inform and rely on data, which, in turn, would shape the direction of future product development.

This effort also set the stage for the design of the integrated Worklists project sequence, where data would be exchanged seamlessly, supporting both operational efficiency and decision-making.

Building on this foundation, we incorporated train management automation concepts into our MVP’s double funnel structure, organizing operational tasks and data management in parallel pathways. To ensure scalability, we applied an ERAF map (Entities, Relationships, Attributes, and Functions) to analyze and visualize system changes, enabling quick adjustments to the service plan.

We mapped out touchpoints throughout the workflow, focusing on entities, their relationships, and the resulting actions to gain a deeper understanding of the service system. The ERAF map helped us visualize and manage the complexities of service plan destinations at scale.

At the same time, we refined our understanding of the journey from Origins to Destinations, mapping out Middle Points as key steps. This was crucial for Worklists, ensuring each sequence aligned with broader business goals, such as improving time and effort management.

Together, we developed case scenarios based on the structures of selected origins and destinations. Each scenario provided a scalable progression in customization and complexity, outlining the movements required for a Worklist to be a truly responsive tool for customers.

By mapping these routine scenarios, our cross-functional teams not only deepened their understanding of operational settings but also kickstarted prototyping these movements within a streamlined user experience.

To push innovation further, we conducted a virtual activity that encouraged our teams to think creatively. We focused on refining a list of references featuring similar actions and notifications—such as Domino’s Pizza Tracker, the Shop app’s “order in transit” notifications, and e-commerce trackers from Amazon and The Home Depot. These examples served as blueprints to design interactive states that transformed complex scenarios into simplified, actionable notifications and tabs.

Once we had clarified how these structures aligned with the real-world perspectives of everyday users, we were able to transition into the prototyping phase. This phase was crucial for bringing our ideas to life and translating our theoretical frameworks into tangible user experiences.

By focusing on user interactions in each defined use case, we began to map out how individuals would interact with the system in real-world scenarios. This provided invaluable insights into how users would engage with and respond to different features, ensuring that the models we created were intuitive and practical for daily use.

Through iterative prototyping, we tested various user flows and interfaces, refining our understanding of pain points and user needs. Feedback-driven iterations helped us optimize the UI/UX, allowing for continuous improvements based on user behavior.

The prototypes were flexible, enabling us to align with both user needs and long-term product goals, ensuring designs were functional and intuitive. As we refined the models, we gained a clearer understanding of user preferences and could better predict reactions, positioning us to move forward with a more polished development phase.

Finally a lot of this work from a Design perspective is still being tested and putting into use from a design system perspective as we grow our Volt design Libraries but as we continue to expand how users interact with (trackers – Map Routes – complex sequence changes) we will continue to work with our internal and external partners to grow the strategies and services within the evolution of these legacy old experiences and platforms in which they change the landscape of the business and the scale in Design Management / impact on business needs, while making more enjoyable and structured design lead products.

Additionally, I would like to thank the team of Researchers, Developers, Interaction/Product Designers, Product Managers, and Clients with all the past and ongoing work, as a leader within this group I can now rave over what it is to overcome many legacy established blockers/hurdles. Felt the lows and the highs to what it takes to develop functional frameworks/rituals to introduce design thinking within the landscape of an agile lead organization, but also how sound leadership and structured ROI’s plays a huge role in design and valued product strategy and how small wins equal large payouts in the long run.