During my two years as a consultant at Ericsson, I had the opportunity to work with four internal teams—one of the most rewarding when I helped Transport Management team create a product that monitors, tracks, create sustainable  routes for deliveries both inbound and outbound (one that releases the least CO2 emissions), and generate reports internally and to 3rd party stakeholders. You see, while Ericsson's products and services are world-class, some internal processes are not.

 

There, I helped lead cross-functional workshops to identify user pain points and establish personas. From those insights, I collaborated closely with product, end-users, engineering and stakeholders to reimagine the user journey—adding contextual help, simplifying decision points, and ultimately making an intuitive enterprise app.
 

After implementation and a few releases, we saw measurable impact: task success rates improved, support tickets dropped significantly, and we achieved a 6400% increase in productivity. It was a powerful demonstration of how thoughtful experience improvements can drive real operational outcomes. In fact, our Product Owner, was constantly being invited to speak both internally and externally about the success of the initiative on sustainability and give his audience a walkthru of the product we delivered.

I also worked with another team, the Supply Digital Hub team, where I fashioned the product to function as a central touchpoint—not just for the three other teams I supported, but for a broader network of internal designers that I led, who were consultants like me. I coordinated across teams to ensure that the Supply Digital Hub became a consistent, user-friendly gateway for end-users to access key use cases across Supply.