Transforming a Critical B2B Data Governance Platform

Schneider Electric · Design Lead · 2020

Context

Schneider Electric's strategic offer publication tool was at breaking point.


Risks:

  • Single retiring engineer maintaining legacy architecture
  • Heavy technical debt
  • Misaligned stakeholders
  • 3 releases per year
  • Failure would impact pricing, catalog, and commercial systems globally

Deadline:

10 months to stabilize and redesign.

My Role

  • Defined discovery strategy
  • Partnered with Lead PM to reframe problem and prioritize
  • Aligned 3 major stakeholder groups
  • Defined MVP and delivery roadmap

Key Decisions

Reframed the problem from "user journey" to "data journey"

Stakeholders spoke data and process, not UX.

Mapped how data moved across 10 profiles and 4 teams, made systemic failures visible.

User Journey across 10 profiles
Data journey mapping across 10 roles, exposing systemic bottlenecks and unclear ownership across teams

Forced prioritization discipline through OKRs

Coached stakeholders to define 3- and 6-month OKRs.

Created shared accountability instead of endless requirement accumulation.

User Journey across 10 profiles
One year OKR framework aligning stakeholders around measurable business outcomes instead of feature accumulation

Embedded engineering into discovery

Ran collaborative sketching sessions early.

Avoided handoff friction and reduced rework risk.

User Journey across 10 profiles
Cross functional sketching workshops embedding engineering into discovery and reducing rework risk

Results

Delivered MVP within 10 months under architectural constraints.

Impact

1 monthly
Release (vs 3 per year)
-30%
Rejected orders
-50%
Publishing workload
Reference screen where users can take actions
MVP reference interface centralizing publication workflows within a simplified and resilient data structure
Design system sample
Systemized UI patterns