Pluxee
Experience Design Management2022 • 2024
Creating consistency while a global benefits experience evolved.
Leadership across a global rebrand, an end-to-end HR back office and the practices required for scalable, sustainable delivery.
- Role
- Experience Design Manager
- Focus
- Design leadership
A global rebrand was evolving alongside two major product fronts: a complex back office and the structuring of the platform used by client companies and HR teams.
The work required greater delivery capacity and product consistency without overloading designers or allowing rebranding, roadmap pressure and parallel squads to fragment the experience.
May led design management, roadmap decisions, review practices and DesignOps. With Product and designers, she defined priorities, deliverables and workload while connecting Design with QA and Engineering.
How leadership shaped the work.
- Introduced review standards and scalable, user-centered operating practices.
- Connected product experience decisions with the evolving brand system.
- Combined design methodologies with practical templates and documentation for recurring work.
- Used DesignOps to support rebranding, product evolution and multidisciplinary delivery as one system.
- Balanced roadmap ambition with team capacity to protect designers from unsustainable overload.
- Led two client talks that expanded UX understanding beyond the squads already working with Design.
Choices made explicit for the team.
- Use standards to increase capacity while remaining centered on users and product needs.
- Treat rebranding as an experience concern, not only a visual update.
- Make review criteria visible earlier in the delivery cycle.
- Document recurring decisions so increased volume would not increase ambiguity.
- Define priorities and workload with Product before excess demand reached the designers.
Strategic impact and outcomes.
- Evolution of 90% of the strategic design systems in scope.
- More than 100% increase in deliverable volume.
- Greater consistency during simultaneous product and brand change.
- A clearer pattern of delivery for back-office and benefits product experiences.
- Reusable documentation supporting quality as the volume of work increased.
- Stronger UX culture among agilists and professionals beyond the original squads.
- A client talk generated interest from another Product Owner and contributed to the sale of the full HR platform engagement.
- Delivery growth managed with explicit attention to designers' capacity and wellbeing.
Consistency requires an operating model that allows quality to grow with delivery capacity.