During its early growth phases, Neogov’s product experiences began to diverge. Individual product solutions outpaced legacy design methods, resulting in inconsistent and unstructured experiences without clear accountability. This challenge became especially apparent when developing an integrated employee self-service portal.

The goal was to create communication tools, shareable libraries, and cross-functional design systems to standardize user experiences and establish a benchmark for product delivery across the rapidly expanding portfolio.

Discovery

Through UX audits and discussions with Engineering partners, we identified North Star examples for what would later become the Neogov Design System Language. This included:

Ongoing industry analysis
Presentations to executives to illustrate ROI and gain sponsorship
Quarterly presentations to technology leadership
Creating partnerships with a recently acquired HRIS suite to install interim stakeholders and develop a strategic approach

Presentation slides showcasing industry research, standards, analysis, and strategy.

Presentation slides showcasing industry research, standards, and analysis.

Design Audits

Standardization of user experiences

A redesign of our approach was essential. I developed workshop exercises, conducted training sessions, and led the establishment of a design strategy centered on system output and clear objectives.

Product audits generated artifacts that were used in workshops with the design team, enabling us to compare and address inconsistent user experiences. Early successes included standardizing color, typography, scale, and other foundational elements, eventually covering every fundamental UX component across the portfolio.

Documentation

In the first phase of documentation, we used a combination of Figma and Zeroheight to navigate information security constraints and deployment challenges. This approach enabled us to provide the best possible experience for everyone using the system across the organization.

Strategy

Cross-functional systems strategy

With the standardization efforts complete, I collaborated with the technology team to align on architecture and implementation strategy. We decided to rebuild much of the engineering library at the atomic level and to version-control the variations we identified in existing components. Additionally, we developed an open and transparent beta process using subsystems across the products, providing the checks and balances needed to minimize risk.

Outcomes

An emergency pivot stalled this phase which allowed us to assess the situation and make a few necessary adjustments.

Adaptability and collaboration

Phase 1 laid a strong foundation for growth and standardization. Despite setbacks, the adjustments made during the pivot better prepared and aligned us for the next phases. This study highlights the importance of cross-functional collaboration, executive sponsorship, and adaptability in overcoming challenges to achieve successful product design leadership.

Lessons Learned

Official support from the executive team

Our pivot revealed that we were a small, part-time team of two. To succeed, we needed greater visibility and direct support from Product Management. Official staff assignments not only reinforced our value but also attracted the necessary attention from across the organization.

Experimentation

With the design libraries complete, we were able to use our downtime to experiment with and further optimize UX components.

Uncovering architectural flaws

Our partnerships revealed significant flaws in the architectures of various products that were being standardized. This information proved invaluable for research conducted in the next phase.

Continue to Phase 2: Long-term vision and platform systems strategy