As one of the first seventy-five employees, it has been my sincere pleasure to have been part of its ever evolving journey. At a company that now exceeds a thousand members, the team has grown from the mere original three, to a team of twenty. I have personally helped launch two CES demos, and currently lead the UX digital product exploration on their projected 2019 product release. This first vehicle is planned to make its debut in the China market, a fete rarely seen from a US company.
My primary focus has been building a team of talent that ranges from the traditional OEM backgrounds, and incorporate the vibrant expertise commonly found in the Bay Area. This mix of tech and automotive has created those pair of fresh eyes that the company needs. Moving forward with this mental model, I’ve been able to break the barrier and push my team to think outside the preverbal box that most car companies find themselves in when designing. Only focusing on the flows in the current sprint, instead we look at the deliverables as a whole.
It’s this approach that has made it a pleasure to be part of team I’m so proud to call my own.
My Challenges + My Role
- Creating an experience for the Chinese market
- First full production vehicle for the brand
- Multiple timezones for collaboration
- Manage the UX digital experience for all screens
- Define a clear path of use for the end user while maintaining a synced experience and eliminate distraction
- Create a premium vehicle with an eco-centric soul in an autonomous dress suit
- Best selling affordable vehicle in the China market
- Highest profit per vehicle in EU, North America, and China line up
ho•lis•tic: characterized by comprehension of the parts of something as intimately interconnected and explicable only by reference to the whole.
As a UX digital product manager looking from high-level system designs; the most rewarding is being able to create an end-to-end journey embedded into our product. Some of the challenges in achieving this is influenced by organizational structure and/or developmental process. However, the key is in the teams deliverable mindset and persistence in making a better user experience.
Leveraging not only internal, but external testers, as part of the development is a critical part of the self-course correction process. This empowers the team to minimize the risks of product failure in agile decision making. It also encourages the team to start small, broaden their mindset while gathering feedback, and refocus their efforts for a clearer deliverable. How users use the product in their everyday life is very complicated, and the best approach is to be empathetic and design based on a guided map of the most positive experience path for your projected journey.
Beginning the journey
Identifying the problem and collecting feedback. By keeping our minds open, the team is able to truly listen to the ‘want’ so that we can try to solve the true ‘need’.
After identifying the requirements, reviewing the initial feedback, and pooling for available talent, the team would host collaborative workshops. Most sessions consisted of the Crazy 8 method, or multiple set scenarios. All of which would be synthesized and then presented back to a select few. This would help to further define true task at hand. All of this valuable information is presented to the team to ensure transparency on the project.