DELOITTE DIGITAL
Design Research, Product Strategy, Innovation Strategy
While at Deloitte Digital, I am partnered with large organizations and Fortune 500 companies to conceptualize, visualize, and develop innovative services and products while applying a human-centered design lens.
Due to confidentiality agreements I am not able to share client names, project details, or visuals. I have included a brief project description and my role for a few key engagements below.
Annual App + Web Product Roadmap Strategy for a National Golf Organization
The client approached Deloitte and requested to work with Bailey for three years in a row to assess current digital channels, research competitive feature sets, define their product roadmap for the 2024, 2025, and 2026 seasons.
Bailey hosted a workshop with the clients, helping them hone in on their core priorities and near-term vision for their digital channels.
She brought consumer trends, insights from surveys, and competitive research to the table to develop an informed brainstorming session.
Developed over 30+ distinct digital product concepts over the course of her collaboration with the team that have in majority, been invested in and launched.
Assessed where capacity should be allocated to achieve near-term and long-term goals, then developed an initial roadmap to sequence the work to be done.
GTM Strategy, Early Brand Identity, and Website Launch for an Enterprise Startup
The client approached Deloitte and to structure their GTM efforts and organize efforts across the business.
Bailey acted as a trusted advisor to their VP of Growth, hosting weekly workshops with her team and driving her key initiatives forward.
She developed a customer segmentation strategy and directly gained buy-in from three business line leads to activate this strategy in market.
She led a team of designers that created a brand identity, launch website, and strategic sales materials.
Conducted UX research and sentiment testing to push their positioning and internal assumptions.
Platform Design for new Sales Center Technology for an International Hospitality Group
The team sought to refresh their Sales Center Tech to make it simpler, more personalized, and more engaging for prospects.
Bailey developed a research plan to identify key areas for opportunity and understand prospect mindsets.
Synthesized inputs (qualitative, in-depth research on-site, stakeholder input, co-creation session outputs, and competitor research) to develop a compelling future state experience.
Visualized the experience through rapid UI design vignettes.
Collaborated on an IT Analysis / feasibility assessment to inform the roadmap.
Product Design + New Venture Model Design for a Financial Services and Insurance Company
The team sought to lay the ground work for a new digital ecosystem that connects public sector workers with a holistic set of offerings and guidance across wealth, health, and lifestyle through a powerful digital platform experience.
Bailey developed key user needs based on pre-existing quantitative research and consumer trends.
Synthesized inputs (quantitative research, user needs, stakeholder input, co-creation session outputs) to develop 4 distinct digital product concepts that visualized our powerful value proposition.
Ideated and sketched out feature sets, 28 mid-fidelity wireframes were created for for testing purposes and act as a visualization of the future experience.
Communicated wireframes in the form of detailed user journeys across two design targets.
Contributed to the potential value exchanges across actors, key considerations, and recommended approach to optimizing the path to Phase 1 launch.
Claims Experience Design + Journey Mapping for a Retail Pharmacy/Insurance Company
The team set out to identify where the greatest NPS impact can be made in the member claims experience, rooted in member insights.
Bailey developed current state claims journey service blueprints to understand experiences and pain points.
Determined opportunity areas by triangulated data onto the service blueprints. With NPS scores and member feedback to uncover a correlation between hard NPS data and experience data.
Developed opportunity areas based on prioritized pain points and NPS data to gauge impact.
Led co-creation with members for improvement ideas, led an internal ideation session, and designed concept one pagers that were used to ‘shop’ the idea around the organization to gain funding.
Incorporated previously conducted research to determine concept impact based on NPS scores and number of people impacted.