The challenge
Employee-initiated relocation had become a fragmented enterprise service. Requests moved across HR, Payroll, Legal, Compensation, Talent Management, Operations, workplace teams, Finance/AP, Workday, support staff, and ticketing systems. Employees and the teams supporting them experienced blackout periods where status, ownership, and next steps were difficult to see.
The problem was larger than an interface. The experience depended on how information, decisions, documents, policies, and handoffs moved across the organization.
My role
I worked as an Experience Strategy Partner, Lead Designer, UX Project Manager, Research Lead, and change-management liaison. I led research into the current process, mapped workflows and handoffs, translated findings into the future-state experience, and championed clearer end-to-end ownership.
What changed
- Centralized previously fragmented workflows, communications, status visibility, and document handling into one digital experience.
- Created a single source of truth for employees, managers, and supporting teams.
- Clarified routing, handoffs, and accountability across participating functions.
- Helped establish accountable end-to-end ownership for the service.
- Moved the redesigned experience into production and active use.
Why this case matters
This work is a useful example of the kind of problem I am strongest at: the visible experience was only one part of a larger operating system. Improving it required research, service design, workflow redesign, stakeholder alignment, governance, and enough implementation involvement to make the new model real.