Manager, Experience Design · PATH
Preparing for a single calibration meant moving through 10 screens. I helped collapse the work into four connected screens with every input a leader needs.
My role
Design Lead for team of 4
Timeline
Capital One · Nov 2025 - Feb 2026
Platform
Enterprise web
Results
The process · 01
A 3-day, in-person venture sprint
A cross-functional team ran a three-day, in-person discovery sprint with one goal: a high-fidelity prototype by day four. Two product partners kept the work anchored in real needs while another designer and I shaped the framework. I then led a team of four designers in translating that framework into an interactive prototype.
The format did the heavy lifting. Being in the same room collapsed weeks of fragmented virtual meetings into 72 focused hours: discovery, framework, and a shared high-fidelity prototype, end to end.
The problem · 02
10 screens to prepare for one conversation
To build calibration materials, a people leader had to work across the whole system. A table-based “My Team” list was just the index: from it, they clicked into a feedback flow to review each associate's responses, looked through results on separate screens, then moved through a distinct five-step flow (Overview, Key results, Strengths, Opportunities, Preview) to assemble every calibration profile.
All told, 10 screens for a single conversation. Information was split across all of them, so leaders had to hold the synthesis in their heads: high cognitive load, endless clicking, and judgment formed from scattered context.
Before: each calibration profile was assembled across a separate multi-step flow
The insight · 03
Leaders assess people, not rows in a table
A three-day venture sprint surfaced the core friction: the legacy design fundamentally clashed with the People Leader mental model. The old system relied on table-based navigation, but research showed that leaders don't evaluate a spreadsheet of people: they assess each associate holistically, one person at a time.
That reframed the whole problem. If the experience mirrored how leaders actually think, pulling self-evaluation, peer feedback, and their own perspective into one place per person, the workflow would feel intuitive, and calibration would get more objective as a result.
Aligning the experience with a leader's mental model of holistic assessment creates an intuitive workflow, and enables more objective calibration sessions.
The solution · 04
Four screens, everything side by side
Now, when a leader opens the My Team page, they see every stat they need for calibration at a glance. From there, a single associate view puts feedback, results, strengths, and the calibration profile side by side: dynamic tabs and sliding drawers keep the leader in flow instead of hopping across screens.
The work also produced reusable UI patterns now standardized across the PATH ecosystem, plus a rigorous accessibility review for the enterprise release. This made their workflow much more straightforward.
Outcome · 05
From 10 screens to four
The redesign brought a leader's entire calibration prep onto a few connected screens, with the inputs for a fair assessment side by side instead of scattered. Delivered as a high-fidelity prototype in 72 hours (what typically takes weeks of fragmented virtual work), its impact carried well past the sprint:
- Cross-functional alignment. The prototype immediately informed dependent features, including Self-Evaluations and Performance Reviews.
- Process evolution. The HR team refined the “My Team” sprint methodology through subsequent sprints and retrospectives.
- A reusable toolkit. Those learnings were codified into a finalized process other teams now run from.
After designing for internal decision-making, Discover shifted the stakes outward: a customer-facing migration where clarity had to earn trust immediately.