B2B - Enterprise - Fintech - 2024
A redesigned way for tax teams to plan and collaborate (Coming soon)
Summary
A sustained redesign of EY's internal project management platform, diagnosing what was going wrong, building the infrastructure for better decisions, and shipping a continuous stream of improvements that moved the needle on NPS.
The problem
The workflow management platform had accumulated features over time, but usability had never really been the priority. For smaller teams with tighter scopes, that was fine. But as commercial started pitching to larger departments with more complex project structures, adoption became a real problem. I was brought in to fix that, working closely with commercial to understand how those teams actually worked, and to build a clearer picture of what the product needed to become.
Impact
Research. Centralised insights repository adopted across product, sales, and research.
Delivery. Continuous stream of improvements shipped incrementally over 12 months.
Outcomes. Significant improvement in NPS sentiment across the product area.
Commercial. Positive qualitative feedback reported from key clients by commercial.
My contribution
Diagnosing the problem before jumping to solutions
Rather than going straight into redesign mode, I spent time properly understanding what was going wrong. I interviewed sales reps, reviewed past research, ran a heuristic evaluation across the most common user journeys, and mapped the competitor landscape. The goal was to identify the real bottlenecks before making any design decisions.
Building the infrastructure for better decisions
The diagnosis made clear that insights were being collected across the business, through sales calls, customer success, research sessions, but none of it was accessible in a way teams could actually use. I co-initiated a centralised insights repository that gave design, product, sales, and research a shared place to log and categorise what they were hearing, making it easier to spot trends and build the case for roadmap prioritisation.
Influencing the roadmap
Once I had a clear picture of where the experience was breaking down, I mapped pain points into themes and used that to actively shape the roadmap — in 1-to-1s with people from sales and growth, and in the wider weekly sessions where decisions were socialised. I pushed for phased solutions wherever possible, so improvements could ship incrementally rather than wait for a big release.
A continuous stream of improvements over sustained delivery
This wasn't a single project with a launch date — it was a sustained effort over the better part of a year to systematically improve the experience. The cumulative effect showed up in the feedback: commercial teams reported positive responses from key clients, and NPS sentiment across the product area improved significantly.
