Verizon Business
Transforming ThingSpace from engineer-led tools into an enterprise UX platform.
At Verizon Business, I led the UX transformation of ThingSpace, an enterprise IoT platform used to manage connected devices at scale. When I joined, the platform had powerful technical capabilities, but the experience was fragmented, inconsistent, and difficult for customers and internal teams to use with confidence.
The work became bigger than a reskin. It was an opportunity to build a UX practice inside a complex enterprise organization, introduce more human-centered product thinking, and help shift ThingSpace from a collection of disconnected tools into a clearer, more scalable platform experience.
At a Glance
Role
UX Strategy & Design Leadership
Scope
Enterprise IoT platform, UX team growth, design system foundation, product workflow redesign
Products
ThingSpace, Smart Cities, Connected Home, Verizon Business platform experiences
Partners
Product, engineering, support, marketing, customer-facing teams, and executive stakeholders
Outcomes
Helped reduce support friction while creating a more scalable, unified platform experience.
Business Impact
The ThingSpace redesign helped Verizon Business create a clearer, more scalable enterprise IoT experience and reduced friction for customers managing connected devices at scale.
~40% Reduction in Support Friction
Reduced dependency on support for key enterprise workflows customers should have been able to complete inside the product.
Stronger UX Operating Model
Introduced research, journey mapping, collaborative workshops, and prototype-led decision-making.
Scalable Design Foundation
Created reusable UX patterns and standards that improved consistency across Verizon Business product experiences.
The Challenge
ThingSpace had grown quickly around engineering and business needs, but the user experience had not kept pace.
Enterprise customers needed to complete high-value tasks like finding devices, managing accounts, troubleshooting issues, and understanding platform status. But workflows were fragmented across tools, terminology was inconsistent, and key actions were harder than they needed to be.
That friction created real downstream impact. Customers relied on support for tasks the product should have made easier. Internal teams had different perspectives on what the platform needed to become. And the design team had to earn trust in an environment where UX was not yet a fully established part of the product process.
The challenge was not just to improve screens. It was to create a more intuitive platform, build a design-led operating model, and help the organization make better product decisions around customer needs.
My Role
I led the UX strategy and transformation for ThingSpace, helping move the platform from an engineer-led experience into a more usable, scalable enterprise product.
I started with a small team and grew the UX function into a centralized design group supporting IoT, Smart Cities, Connected Home, and later broader Verizon Business product initiatives. My role included UX strategy, team leadership, research planning, stakeholder alignment, design system development, executive communication, and hands-on design direction.
I worked closely with product, engineering, marketing, support, and customer-facing teams to create a shared vision for the platform and build the process needed to deliver it.
What We Changed
We brought structure to a fragmented product experience.
We mapped core customer workflows, identified the biggest points of friction, and redesigned key areas of the platform around clarity, task completion, and customer confidence.
The goal was to help enterprise users understand where they were, what they needed to do next, and how to complete complex device-management tasks without unnecessary support intervention.
We built a stronger UX operating model.
ThingSpace needed more than isolated design improvements. It needed a repeatable way to understand users, align stakeholders, make decisions, and move work into delivery.
I introduced design thinking workshops, customer interviews, journey mapping, collaborative working sessions, and prototype-led decision-making. These methods helped product and engineering teams move away from assumption-driven decisions and toward a more customer-centered process.
We created the foundation for a scalable design system.
As the platform expanded, consistency became a major issue. My team created reusable patterns, interface standards, and interaction models that helped unify the product experience and speed up delivery across teams.
This work became part of the foundation for a broader Verizon Business design system and helped establish UX as a more central partner in product development.
We moved UX upstream in the product process.
UX had often been treated as a downstream execution function. As the team grew, we created stronger ways for design to engage earlier in product definition, customer understanding, workflow strategy, and experience planning.
That shift helped product, engineering, support, and leadership make better decisions before work moved into delivery.
Why It Mattered
ThingSpace was a complex enterprise product with technical depth, organizational complexity, and high customer expectations. The work required more than clean interface design. It required leadership, trust-building, systems thinking, and the ability to turn ambiguity into a product experience teams could align around.
For me, this case study represents the kind of UX leadership I do best: bringing clarity to complex ecosystems, building teams that can scale, and connecting product experience improvements to measurable business outcomes.