1. The project lacked working agreements between multiple vendors and between the Mayo Clinic design staff.

2. Severe overlaps in design team effort leading to missed timelines, inconsistent design deliverables, and very poor team morale.

3. Senior leaders and stakeholders also began to lose trust in research effort, design choices, and the overall product design approach.

Aligned In-House and Vendor Design Staff

1. Created regular touch-points for all vendors and internal design staff to align on product experience goals and documentation expectations.

2. Aligned design efforts assigning internal designers to work directly with vendor team "pods" to coordinate efforts, share domain knowledge and research, establish timelines, and regular design reviews.

3. Established UX/accessibility annotation practices in design documentation, which improved design quality and helped launched our design system.

Design Direction & Validation

1. Outside desirability study and user research to ensure the visual brand resonated well with Mayo physicians and patients.

2. Educated leadership on UX best practices, restoring trust in team design decisions, improving morale, unblocking redesign initiative allowing us to deliver on time.