Case Study
New Customer 360, designed for Productivity and Scale
Why this problem mattered
Customer 360 was one of the highest-usage tools, yet declining user satisfaction (~2.2/5) and feedback showed agents were losing selling time due to system inefficiencies.
The real problem
The initial framing assumed incremental fixes or new features would close the gap; in reality, the real problem was accumulated cognitive load caused by fragmented structure and inconsistencies.
At the same time, leadership was preparing to invest in automation on top of a system that was already reducing productivity – turning structural issues into a growing risk.
The bet
I narrowed the scope to foundational structure, prioritizing long-term system health while addressing immediate frictions. This bet made future automation viable, instead of locking complexity into new features.
Approach
I aligned stakeholders on the problem to solve before engaging on solutions, deliberately constrained scope early to reduce dependencies, and used evidence to shift conversations from opinions to structural tradeoffs.
Outcomes
Selected Solutions
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