Executive, CX/UX lead, AI, brand
Bringing CX/HCD/UX and agile processes into a titan.
I was brought into KPMG Federal as the very first ever CX/HCD/UX leader. My mission was simple - build 2 brand new verticals, be a walking talking service delivery vessel, win work, and grow 2 squads.
Easy right :D
The Problem
Upon entering KPMG, I immediately encountered significant challenges:
The Federal landscape demanded extensive modernization efforts across products, platforms, and solutions, yet lacked established CX frameworks and UX design processes.
Federal project initiatives required comprehensive PI implementation to synchronize agile workstreams for effective deployment of applications and solutions.
The absence of established CX and UX capabilities posed a hindrance to promoting the KPMG brand.
The Solution
To address these challenges, I proposed implementing a robust CX quadruple diamond framework and UX design processes, integrating PI methodologies into project initiatives, and establishing comprehensive CX and UX capabilities to elevate the KPMG brand within the Federal landscape..
The Agile CX/HCD/UX Process
Using the quadruple diamond framework, we put human-centered design (HCD) at the forefront of our work. We used HCD methodologies and techniques to drive our research and discovery efforts. This changed the dynamic and dimension of how we interacted with executives, stakeholders, employees and customers to gather qualitative and quantitative customer insights, data and feedback. The framework allowed for agile design-thinking, to understand our primary challenges, driving iterative infinite opportunities for improvement over time.
The Program Increment (PI) Process
We drove success throughout our holistic design approach and worked cross-functionally with agile workstreams to ensure that our PI sprint deliveries were focused, timed, and produced metrics (e.g. capacity, velocity, burndown and more) to enable defined product roadmaps, backlog refinement, and iterative improvement over time. We were also very focused on establishing a culture of trust, collaboration and support.
It was important at this point in time that I become both NN/g and SAFe certified, to ensure that our work was being driven from a tried and true lens of the tenants of great CX and UX but also, to understand the importance of implementing an agile framework that would allow for the proper execution of our projects. This proved to drive monumental success within our programs.
The Client Work
We hit the ground running. I needed to first win work with my amazing KPMG colleagues, and then drive CX and UX success within our client engagements to build our capabilities. I brought in amazing design systems across the varying projects, from the USWDS to Material, Untitled and more. The established processes were driving efficiency across the Federal landscape - truly such impactful change throughout our modernization efforts. It was inspiring but also uplifting within our programs and across the KPMG culture to work together to bring success to the Federal practice.
Our client work began to grow as we established our capes through our modernization efforts. We expanded and grew our CX and UX verticals, building a high-performant family of gifted individuals establishing a culture that was bar-none in regards to skill, talent, support, collaboration, compassion and mentorship.
A Few Samples
Final Thoughts
Looking back at my time with KPMG, I can't help but feel a sense of pride at what we achieved together. Building our dream team, shaping the culture, and attracting top-notch talent was nothing short of inspiring. It was more than just about hitting targets, building new lines of business, revenue, and capabilities, it was about creating something truly special, a practice with amazing leaders, supportive colleagues, and now, lifelong friends. I'm filled with gratitude for the incredible journey and the bonds that we all formed along the way.
Get in touch.
I am looking forward to connecting with you.