ReadyTech
•
Strategy
Design Ops
A journey to product led & user driven design as the norm 🚀
ReadyTech
•
Strategy
Design Ops
A journey to product led & user driven design as the norm 🚀
ReadyTech
•
Strategy
Design Ops
A journey to product led & user driven design as the norm 🚀
OVERVIEW
Amid a transformation in ways of working, I joined to guide the Education team’s design approach, aligning it with agile, scrum, and iterative product development. This role allowed me to shape how design drives the next evolution of our education software suite.
increased Product Design team sentiment and confidence
OVERVIEW
Amid a transformation in ways of working, I joined to guide the Education team’s design approach, aligning it with agile, scrum, and iterative product development. This role allowed me to shape how design drives the next evolution of our education software suite.
increased Product Design team sentiment and confidence
ReadyTech’s investment in Product Design is relatively new. Previously, design was client-driven and handled by engineers during development.
Gaining buy-in for this shift went beyond my design colleagues—it required bringing engineering, product, sales, marketing, enterprise delivery, and leadership along on the journey to understand why design should operate this way and the value it brings.
ReadyTech’s investment in Product Design is relatively new. Previously, design was client-driven and handled by engineers during development.
Gaining buy-in for this shift went beyond my design colleagues—it required bringing engineering, product, sales, marketing, enterprise delivery, and leadership along on the journey to understand why design should operate this way and the value it brings.
ReadyTech’s investment in Product Design is relatively new. Previously, design was client-driven and handled by engineers during development.
Gaining buy-in for this shift went beyond my design colleagues—it required bringing engineering, product, sales, marketing, enterprise delivery, and leadership along on the journey to understand why design should operate this way and the value it brings.
Understanding now and going on the journey
As a Senior Product Designer, my first priority was to establish clear processes and introduce product trios and squads. I focused on accountability, outcome-driven work, and user engagement as key pillars.
Leading by example, I applied pragmatic decision-making to tailor processes for each project. Central to this was a problem-and-risk matrix, which guided decisions on the type of design or research work needed.
Joining a newly formed team, including two recent UX bootcamp graduates, I made space for questioning, experimentation, and learning. This collaborative growth process took 4–9 months to solidify.
Understanding now and going on the journey
As a Senior Product Designer, my first priority was to establish clear processes and introduce product trios and squads. I focused on accountability, outcome-driven work, and user engagement as key pillars.
Leading by example, I applied pragmatic decision-making to tailor processes for each project. Central to this was a problem-and-risk matrix, which guided decisions on the type of design or research work needed.
Joining a newly formed team, including two recent UX bootcamp graduates, I made space for questioning, experimentation, and learning. This collaborative growth process took 4–9 months to solidify.
Understanding now and going on the journey
As a Senior Product Designer, my first priority was to establish clear processes and introduce product trios and squads. I focused on accountability, outcome-driven work, and user engagement as key pillars.
Leading by example, I applied pragmatic decision-making to tailor processes for each project. Central to this was a problem-and-risk matrix, which guided decisions on the type of design or research work needed.
Joining a newly formed team, including two recent UX bootcamp graduates, I made space for questioning, experimentation, and learning. This collaborative growth process took 4–9 months to solidify.
Reinforcing pragmatic thinking
Refining Pragmatic Decision-Making:
After establishing product trios and squads, the next focus was fostering pragmatic thinking. While teams embraced these structures, decision-making often leaned toward process perfection, prioritizing problem understanding over balancing viability, desirability, and feasibility. I encouraged designers and product managers to better assess problem clarity and risk profiles to align work more effectively with goals.
Modernizing the Tool Stack:
In my first six months, I introduced a modern design toolset to enhance workflows:
Figma: Defined usage standards, created a design system library, and implemented Dev Mode for seamless handoffs.
Dovetail: Centralized research plans, discussion guides, synthesis, and reports.
Miro: Provided a collaborative virtual whiteboard for process mapping, competitor analysis, and shared understanding.
Askable & Client Relationships: Streamlined user research participant acquisition.
Maze: Introduced unmoderated usability testing, product metrics, SUS measurement, and tree testing.
Embedding Clients in the Process:
Working with our Head of Product, we implemented client project endorsement processes, embedding key stakeholders in quads. This fostered closer proximity to client and user needs while speeding up access to users.
Continuous Improvement:
This is an ongoing effort, constantly refining ways of working, processes, and design practices. In February 2025, I was promoted to Lead Product Designer, opening new opportunities to drive even greater improvements across the board.
Reinforcing pragmatic thinking
Refining Pragmatic Decision-Making:
After establishing product trios and squads, the next focus was fostering pragmatic thinking. While teams embraced these structures, decision-making often leaned toward process perfection, prioritizing problem understanding over balancing viability, desirability, and feasibility. I encouraged designers and product managers to better assess problem clarity and risk profiles to align work more effectively with goals.
Modernizing the Tool Stack:
In my first six months, I introduced a modern design toolset to enhance workflows:
Figma: Defined usage standards, created a design system library, and implemented Dev Mode for seamless handoffs.
Dovetail: Centralized research plans, discussion guides, synthesis, and reports.
Miro: Provided a collaborative virtual whiteboard for process mapping, competitor analysis, and shared understanding.
Askable & Client Relationships: Streamlined user research participant acquisition.
Maze: Introduced unmoderated usability testing, product metrics, SUS measurement, and tree testing.
Embedding Clients in the Process:
Working with our Head of Product, we implemented client project endorsement processes, embedding key stakeholders in quads. This fostered closer proximity to client and user needs while speeding up access to users.
Continuous Improvement:
This is an ongoing effort, constantly refining ways of working, processes, and design practices. In February 2025, I was promoted to Lead Product Designer, opening new opportunities to drive even greater improvements across the board.
Reinforcing pragmatic thinking
Refining Pragmatic Decision-Making:
After establishing product trios and squads, the next focus was fostering pragmatic thinking. While teams embraced these structures, decision-making often leaned toward process perfection, prioritizing problem understanding over balancing viability, desirability, and feasibility. I encouraged designers and product managers to better assess problem clarity and risk profiles to align work more effectively with goals.
Modernizing the Tool Stack:
In my first six months, I introduced a modern design toolset to enhance workflows:
Figma: Defined usage standards, created a design system library, and implemented Dev Mode for seamless handoffs.
Dovetail: Centralized research plans, discussion guides, synthesis, and reports.
Miro: Provided a collaborative virtual whiteboard for process mapping, competitor analysis, and shared understanding.
Askable & Client Relationships: Streamlined user research participant acquisition.
Maze: Introduced unmoderated usability testing, product metrics, SUS measurement, and tree testing.
Embedding Clients in the Process:
Working with our Head of Product, we implemented client project endorsement processes, embedding key stakeholders in quads. This fostered closer proximity to client and user needs while speeding up access to users.
Continuous Improvement:
This is an ongoing effort, constantly refining ways of working, processes, and design practices. In February 2025, I was promoted to Lead Product Designer, opening new opportunities to drive even greater improvements across the board.