Ten teams, three agentic products, one company bet — and no one accountable for the experience end to end. A year spent going from doing, to enabling, to scaling.
The company was making three big bets on agentic experiences but the organization wasn't set up to make them succeed.
Teams were building with legacy UX patterns, solving problems independently, and operating without shared ownership of the end-to-end human-agent experience.
The result was fragmented execution, inconsistent experiences, and no clear way to identify or manage the risks that could undermine the bet.
Over the course of a year, I built the foundation for a new way of working by grounding our work in research, creating a shared language and alignment, and establishing clear ownership of the entire experience end-to-end.
The three bets shipped with success and went on to generate millions of dollars in new ARR, while the organization gained a scalable model for building, evaluating, and improving agentic experiences.
Research first, then a concrete picture of the agent experience.
A framework and playbook so designers had clarity without me in the room.
Making the gaps visible to leaders who could act on them.
Ownership of the whole experience, held by name.
As ten-plus teams raced to automate, my research question was narrow on purpose: how do customers know when a task has come back to them?
Automation only helps if the human handoff is legible. If people can't see what needs them, the agent creates work instead of removing it.
Start from signals, then dig in. They need to know where to look, not what to do next.
Work from a structured list. They need direction and sequence, not a dashboard.
Notification fatigue. They want one place, with enough context to act.
A vision only scales if other people can use it. I converted it into an agent experience framework that named what was essential — and what was negotiable.
That grew into a playbook: the new design patterns, plus the processes for testing and validating agent behavior before it reached customers.
Leaders weren't resisting — they each had a partial view. I ran a workshop that put the whole experience on one wall, then converted the discussion into three durable artifacts.
Alignment decays unless it's built into how the org works. Two changes made it stick.
Designers now own the platform vision for AI experiences, and hold their teams to solutions that serve the whole experience — not just the feature.
I partnered with product leadership to redraw ownership: one product owner accountable end to end, instead of ownership split by feature.
The design work was never the bottleneck. The ownership model was.
I'd draw the levels of ownership in the first month rather than the ninth — and I'd bring leaders into one room earlier, because misalignment was never disagreement. It was ten partial views nobody had put side by side.