Nextiva is the 6th largest VoIP provider in the United States. Guided by their mission to empower human connection, the company is putting their bets on a suite of communication tools that enables our customers to communicate with their customers (B2B2C weeeeeee) whereever they are. Think Voice + Webchat + Messaging + SMS tools — all connected to a powerful sales and service CRM and marketing automation tool.
I was brought on as the Creative Director of Product and managed an internationally distributed team of UI designers. I was later promoted to Director of Product Design where I oversaw the UX, UI, and Research disciplines as well as product design strategy for the entire platform experience.
CODE Technology is a digital health SaaS startup operating in the Patient-Reported Outcomes space. CODE's unique combination of human touch and automation enables their product to collect PROs at a rate not previously thought possible.
I was brought on as the company's first brand director and then the first marketing director. I led the design team and the brand / lead gen marketing strategy. I managed and executed on all artifacts needed to make the strategy come to life. I also designed the patient-facing survey product.
Nextiva is the 6th largest VoIP provider in the United States. Guided by their mission to empower human connection, the company is putting their bets on a suite of communication tools that enables our customers to communicate with their customers (B2B2C weeeeeee) whereever they are. Think Voice + Webchat + Messaging + SMS tools — all connected to a powerful sales and service CRM and marketing automation tool.
I was brought on as the Creative Director of Product and managed an internationally distributed team of UI designers. I was later promoted to Director of Product Design where I oversaw the UX, UI, and Research disciplines as well as product design strategy for the entire platform experience.
As a design leader at Nextiva I was both a player and a coach. On any given day I spent my time working on UX strategy, designing concepts, or jumping into 1:1s with my team. As Creative Director, I worked closely with the leader of our interaction design team and VP of Design and Customer Experience to conceptualize the future of our products. The scope of my work bounced around the entire platform including the CRM, Chat, Design System, Onboarding, and Sales Pipeline.
Below are a few projects I'm proud to say have defined my time at Nextiva:
- UX Strategy: Digital Channels; Rethinking our CRM
- UX/UI for the new CRM (HIFI concepts and prototypes)
NextOS Design System
- Reorging our design team from specialists to full stack product designers and support team members (Design & Research Ops)
As a design leader at Nextiva I was both a player and a coach. On any given day I spent my time working on UX strategy, designing concepts, or jumping into 1:1s with my team. As Creative Director, I worked closely with the leader of our interaction design team and VP of Design and Customer Experience to conceptualize the future of our products. The scope of my work bounced around the entire platform including the CRM, Chat, Design System, Onboarding, and Sales Pipeline.
Below are a few projects I'm proud to say have defined my time at Nextiva:
- UX Strategy: Digital Channels; Rethinking our CRM
- UX/UI for the new CRM (HIFI concepts and prototypes)
NextOS Design System
- Reorging our design team from specialists to full stack product designers and support team members (Design & Research Ops)
UX Strategy: Rethinking our CRM
Alongside my PM partner and VP of Design, we had 12 weeks to discover and present a vision and strategy for our digital channels product.
With my PM partner, we identified the problems our users face at work, created Jobs to be Done, and wrote out persona specific tasks our users might do with our product. From there, I lead the creation of stories that were meant to illustrate a day in the life of each of persona. We used experience maps to illustrate these stories and call out pain points that our product might be able to improve. The experience maps were also used as the foundation of a journey map created to share the big vision for the product that we wanted to work towards. Our discovery culminated with a workshop attended by cross-functional leaders. There we shared the vision, got feedback and were able to gain fresh perspectives we could carry with us into the execution phase.
UX Strategy: Rethinking our CRM
Alongside my PM partner and VP of Design, we had 12 weeks to discover and present a vision and strategy for our digital channels product.
With my PM partner, we identified the problems our users face at work, created Jobs to be Done, and wrote out persona specific tasks our users might do with our product. From there, I lead the creation of stories that were meant to illustrate a day in the life of each of persona. We used experience maps to illustrate these stories and call out pain points that our product might be able to improve. The experience maps were also used as the foundation of a journey map created to share the big vision for the product that we wanted to work towards. Our discovery culminated with a workshop attended by cross-functional leaders. There we shared the vision, got feedback and were able to gain fresh perspectives we could carry with us into the execution phase.
Personas informed Jobs to be Done
Affinity maps grouped the everyday tasks into themes.
Experience maps for each persona were created to help our stakeholders understand how and why we got to our vision shown in the journey map.
For the workshop the journey map was interactive. We asked our stakeholders to co-create opportunities to innovate, automate, and differentiate with us.
The workshop was a total success. We got validation from every stakeholder that the vision we brought forward is correct and the JTBD are spot on. Our next step was to develop a UX strategy and plan to break out the vision into small actionable steps that we could implement and learn from.
UX/UI for the new CRM (HIFI concepts and prototypes)
With strategy in hand, I set out designing and prototyping concepts for a new interaction model for our CRM. High level requirements were created out of our Jobs to be Done:
- Allow me to see and track every interaction related to a contact in one place, automatically.
- Allow me to communicate with people (known and unknown) via all channels in one place.
- Help me prioritize messages by automatically assigning context.
This was the aspirational flow I created to keep us focused on the vision as we got in the weeds.
From our discovery work, we identified two new screen types needed.
- The first, an inbox where incoming messages would land.
- The second a reimagined customer detail page, where users can see every interaction and event associated with the customer they are looking at.
Inbox whiteboarding session
Customer details whiteboarding session
One team iterated on a the inbox and I owned the customer details screen.
CONTEXT: The reimagened customer details page addressed the first two jobs: 1. Allow me to see and track every interaction related to a contact in one place, automatically. 2. Allow me to communicate with people (known and unknown) via all channels in one place.
In the new customer details screen experience, the customer is the focus. Cases, interactions, and activities all roll up to the customer, allowing the user to see everything related to that customer is one place.
Prior to the redesign, cases, sales, and interactions were all completely seperate from eachother, resulting in a fragmented customer experience.