An outdated tool, an unhappy user base, and a new customer set to design for.
TIR was being introduced to a new set of users — software developers, delivery leads, and managers — who had different use cases from the original user base. The product needed ASV (application/service) and component mapping for each team, which didn't exist.
On top of that: the existing design was non-compliant with ADA and corporate design standards, visually confusing, and had an NPS of −2. I was tasked with a complete design refresh and building new features for the expanded audience.
30–40 interviews. Three personas. One clear focus.
I ran a competitive analysis against tools like Pulse and Workday to identify gaps TIR could fill — particularly around integrated HR-hiring data and richer team information. Then I ran 30–40 empathy interviews across multiple Capital One campuses.
Mid-interviews, I realised most software developers had never used TIR — so I rewrote the interview script on the fly to focus on what they'd need from a registry tool, rather than feedback on the existing one. Better data, better direction.
From the research, I created three distinct personas — each consuming the same data but with completely different jobs to be done:
User personas · three distinct jobs-to-be-done
I then mapped each persona to a journey map, surfacing a consistent theme: data management and consumption were the hardest parts. We focused the redesign there.
Journey maps · JTBD per persona
Three problems to solve.
Affinity mapping. Then whiteboarding.
We ran a full-day affinity mapping session — sticky notes, groupings, prioritisation. I kept pulling the team back to scope: the goal was a clean experience with the new ASV component added, within real development constraints. Not a full rebuild.
Affinity mapping · full-day synthesis session
From there I moved to low-fi whiteboarding — keeping top of mind how complex data would be mapped without overwhelming users who just needed to "run in and get out."
Low-fi wireframes · data-dense views scoped for speed
Two concepts. 15 users. 75% clear winner.
For the new ASV mapping feature, I prototyped two designs — both strong, but with different interaction models. We couldn't agree internally on which made more sense, so we tested with 15 users.
75% preferred Card Style A — it surfaced the right data at the right density. Users said it was faster to consume and more intuitive. The deciding insight: they didn't want to hunt for information, just confirm it quickly.
Concept test · 15 users · 75% clear winner
During this process, I also created a structured design delivery process — because design review meetings had become unfocused and endless iterations were consuming the timeline. Formalising the process saved significant time and gave the team a clear path to talking directly to users.
Two key deliverables.
Find member search · table view · scan-ability and speed
ASV mapping · coordinated with ServiceNow · data fields per persona
NPS −2 to positive. 7,000 users.
From January 2020 to January 2022, NPS went from −2 to positive territory. Unique user sign-ups increased by 3,000 users from 2020 to 2023 — reaching a total base of 7,000 associates actively using the tool.
The ADA violations were resolved. The design system was aligned to Gravity standards. And the ASV mapping feature — the #1 request from the new persona set — shipped and worked.
Communication is a design problem too.
Leadership was running ideation sessions in silos — decisions were being made and not communicated, which meant design work was constantly being done against stale briefs. I set up dedicated Slack channels and JIRA workflows to connect leadership, external teams, and the design team in real time.
That shift — treating communication as part of the design system — is what got us to ship. And it's a practice I've taken into every project since.