Product strategy / Mixed-methods research
How customers navigate complex products.
Rethinking product navigation around how customers actually work.
Navigation shaped by internal product boundaries
Led a coordinated, multi-method research program
A more customer-centered structure for connected workflows
The opportunity
Customers don't experience a product as a collection of internal teams and features. They arrive with goals, move between tasks, and expect the experience to support their work. Our navigation didn't consistently reflect that reality.
How I approached it
I led a six-part research program with more than 300 customer participants, combining benchmarking, open and closed card sorting, labeling exploration, tree testing, and usability research. I also worked through complex survey and navigation data, cleaning and analyzing results across methods, to understand how customers grouped concepts, interpreted terminology, and found their way through the product.
What changed in our understanding
Across the studies, the evidence showed how interconnected and non-linear customer workflows really were, and therefore the limitations of organizing an experience around isolated features. By bringing qualitative observations together with quantitative results from card sorts and tree tests, I developed a more customer-centered architecture. The proposed architecture tested well, providing a stronger evidence base for the next iteration of our dashboard product.
Why it mattered
This work helped shift the conversation from how the product was organized internally to how customers expected to use it. The proposed architecture is informing a broader dashboard refresh planned for 2027.
Selected details have been generalized to protect confidential research.