Digital Passport

EXECUTIVE SUMMARY

Re-engineering enterprise technology delivery workflows to eliminate cross-team friction, compress time-to-market, and establish scalable adaptive governance.

85%

decrease in intake fields

67%

decrease in intake forms

60%

decrease in governance sign-offs

PROJECT OVERVIEW

My Role Lead Experience & Process Strategist

Enterprise Process Architecture Spearheaded end-to-end journey mapping across governance boards, identifying systemic bottlenecks that stalled pod velocity and delayed post-MVP production.
Executive & Governance Alignment Facilitated alignment workshops with Product, Engineering, CX, and Committee Leads to consolidate overlapping sign-offs and negotiate a modernized, adaptive governance model.
Systemic Problem Solving Translated complex organizational dependencies and multi-forum approval flows into a simplified visual architecture and interactive prototype framework.
Strategic Delivery Oversight Partnered directly with Engineering Leads to define backend rule simplification and guided full-funnel implementation from wireframes through production deployment.

Team: Product Owner, Engineering Lead, Customer Experience Lead, Committee Leads

Timeline: June 2024 - December 2025

THE PROBLEM/CHALLENGES

CONSTRAINTS

The new implementation had to work within our current system
Final design had to be as minimally invasive as possible
Process issues within the individual committees would not be addressed in Phase 1

Investigate the root cause of problems within our operating model. Create a single source-of-truth for adaptive governance that provides clarity to team on what they need and when they need it - while minimizing and streamlining the processes necessary.

THE METHOD

RESEARCH

Investigating the root cause of the backlog, delay in time-to-market, and increase in the failure rate of post-MVP delivery, we found that the majority of users were running into challenges that made them quit the process, and, at times, put hiring on hold due to the limitations of the system.

Direct quotes from research:

“We explain the solution over and over to every board, like when Zuckerberg testified to congress and explained the internet.”
“Pods are coming to us [governance groups] at the last minute because they miss steps, causing fire drills.”
“You can't train folks on this process. I don't want to hire people off the street, because you can't buy the experience navigating Citizens.”

The drill down into our processes exposed that, to complete an initiative, it can take up to

198 Intake Fields (150 avg.)
12 Intake forms (7 avg.)
16 Forums (10 avg.)
107 Sign Offs (74 avg.)

and, in order to navigate the process, users would need to refer to the following flow chart to explain the steps and bottlenecks

PROCESS CLEANUP

Working with my CX team, and Engineering lead, we got into the details of the processes and recognized how many redundancies and extra steps were being forced upon our internal teams. We worked with each of the governance teams to understand which parts of the process were necessary and which were additional for certain use cases. From there I mapped out a simplified process with the teams, and my Engineering lead, helped document the simplification of the backend.

SKETCHING/WIREFRAMING

Aaaaa

THE SOLUTION

Final version

THE FOLLOW-UP

Where are things now? What would I have done different.