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
During a change in how we work, I joined to lead the Education team’s design approach, ensuring it aligns with flexible, step-by-step product development methods. This role let me influence how design shapes the future of our education software.
increased Product Design team sentiment and confidence
OVERVIEW
During a change in how we work, I joined to lead the Education team’s design approach, ensuring it aligns with flexible, step-by-step product development methods. This role let me influence how design shapes the future of our education software.
increased Product Design team sentiment and confidence
Re-imaging the design process
ReadyTech has only recently started focusing on Product Design. Before, design was guided by clients and done by engineers while they developed the product.
Getting support for this change involved more than just my design teammates—it meant helping engineering, product, sales, marketing, enterprise delivery, and leadership understand why design should work like this and the benefits it offers.
Re-imaging the design process
ReadyTech has only recently started focusing on Product Design. Before, design was guided by clients and done by engineers while they developed the product.
Getting support for this change involved more than just my design teammates—it meant helping engineering, product, sales, marketing, enterprise delivery, and leadership understand why design should work like this and the benefits it offers.
Understanding now and going on the journey
As a Senior Product Designer, my first goal was to set up clear steps and create small product teams called trios and squads. I focused on responsibility, results-oriented work, and user involvement as my main priorities.
Leading by example, I used practical decision-making to adjust processes for each project. A key tool was a problem-and-risk chart that helped decide what kind of design or research work was needed.
Joining a new team with two recent UX bootcamp graduates, I encouraged asking questions, trying new ideas, and learning. This team growth process took 4 to 9 months to become stable.
Understanding now and going on the journey
As a Senior Product Designer, my first goal was to set up clear steps and create small product teams called trios and squads. I focused on responsibility, results-oriented work, and user involvement as my main priorities.
Leading by example, I used practical decision-making to adjust processes for each project. A key tool was a problem-and-risk chart that helped decide what kind of design or research work was needed.
Joining a new team with two recent UX bootcamp graduates, I encouraged asking questions, trying new ideas, and learning. This team growth process took 4 to 9 months to become stable.
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.