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I deliver compelling experiences through human-centered design.

J O N S H I H , D E S I G N E R & T E C H N O L O G I S T


design +technology +businessI have 6 years’ experience delivering comprehensive business technology solutions and spearheading adoption of human-centered design practices for some of the world’s largest organizations across the US, UK, Canada, and China, combining a deep understanding of user experience with technical expertise to achieve solutions that are viable, feasible, and desirable.


My design approach

Doing the right thing Doing the thing right

What could be What should be What will be

D I S C O V E R D E V E L O P D E L I V E RD E F I N E

Research Iteration ImplementationSynthesis

Alternating stages of divergent and convergent thinking help my teams first identify the right problem to solve, then iterate towards a working solution.

Problem Solution

Project kickoff

Competitor analysis

Capability assessment

User interviews

Contextual inquiry

Card sorting

Workshops

Personas

Insights/themes

Opportunity areas

Product roadmap

Journey mapping

Ideation

User stories

Information architecture

Wireframes/mockups

Rapid prototyping

System design

Build

Heuristic evaluation

Usability testing

Iteration

Launch

A/B Testing


Designing the world’s largest intranet

AEM Functional/Experience Analyst

A leading global retailer sought to unify their

intranet and extranet into a single unified

platform built on Adobe Experience Manager

for all employee needs, on and off the clock. I

was tasked with guiding the conversations

with multiple business stakeholder groups to

elicit requirements for the new system.

How might we satisfy the needs of many

disparate user groups?

We kicked off the project by walking through the existing systems, evaluating them against a best

practices portal capability model. Based on the assessment results and interview findings, we

identified a base set of user stories centered around meeting current needs as well as addressing

gaps from our assessment. We validated the high-level user stories through a story mapping

exercise and defined an MVP for the initial release.

Mapping the way forwardGlobal 500 retailer

N O V 2 0 1 6 – A P R 2 0 1 7


D E S I G N I N G T H E W O R L D ’ S L A R G E S T I N T R A N E T

With our goal in sight, I led regular backlog grooming

sessions with the business to further detail out the

behavior of the system and provide the designers and

developers with the appropriate amount of detail in

the user stories.

While primarily acting as a proxy for the business, my

experience as a UX designer also allowed me to

understand and work with the UX team, which was

experimenting with a new workflow on the project.

Faced with their growing pains, I stepped in to manage

and improve the handoff process between the UX, UI,

and AEM development teams, implementing a task

board to better track progress as well as creating

annotated wireframes to detail out the kind of

functional interactions that were not as evident from

static comps.

Wearing many hats


Redefining the supplier onboarding experience

UX Design Lead

A leading big box retailer sought to do battle

with online competitors like Amazon. However,

the current store-based supplier onboarding

process was too complicated, resulting in

turnaround times of over 4 weeks. Our team

was tasked with delivering a system that would

onboard new suppliers in as little as 24 hours.

How might we help our client do business at

the speed of its competition?

To better understand the problem, I drove a user research based design approach based on

interviews and usability studies to discover current pain points. In addition to qualitative feedback,

research participants completed timed tasks and filled out a modified version of the System

Usability Scale (SUS) survey to come up with quantitative usability metrics. The most frequent pain

points we observed were that users lacked a sense of where they were in the process and were

often unfamiliar with the specialized terms used by the business.

Putting the user firstGlobal 500 retailer

N O V 2 0 1 5 – O C T 2 0 1 6


R E D E F I N I N G T H E S U P P L I E R O N B O A R D I N G E X P E R I E N C E

We reimagined the onboarding experience as a wizard

to help guide the supplier through the steps of the

process, avoiding jargon and using a conversational

tone of voice to make the system more approachable.

Meanwhile, we were also able to eliminate business

process steps by collecting less data upfront and

managing false positives through a robust exception

process. Using this two-pronged approach of process

and usability improvements, we came up with a design

that achieved the desired 24-hour turnaround.

One small step forward


R E D E F I N I N G T H E S U P P L I E R O N B O A R D I N G E X P E R I E N C E

While we saw a clear improvement in business and user outcomes as a result of the redesign, there

was still much room to grow towards becoming a designful organization. I used the usability

reports of the redesigned system to highlight returns on UX as well as identify additional

opportunity areas for improvement to client leadership. Showing off these wins built support and

allowed me to incorporate additional user research, wireframing and interactive prototyping earlier

in the functional design phase for the subsequent round of system enhancements.

Fighting the good fightIn addition to my project delivery role, I also helped

develop the client team’s UX capabilities as they

continued to build out their practice.

One major focus of mine was a major revamp of the

existing static style guide, which was both non-

comprehensive and hard to understand. I pushed an

initiative to transform it into a living style guide with

code snippets to improve the UX handoff process,

which had been causing major friction between UX

designers and front-end developers on projects.

Additionally, I started development on a shared Axure

widget library and proposed standards and

governance to improve the consistency of UX delivery

across projects.

Building a practice


Bringing healthcare to the people

Functional/Test Lead

A Patient Protection and Affordable Care Act

(PPACA) state health benefits exchange

retained Deloitte to redesign and implement its

plan management, small business employer-

sponsored insurance (SHOP), and financial

management portals after a successful

Eligibility & Enrollment implementation.

How might we make it easier for small

businesses to offer health insurance?

Understanding the complex regulations that govern eligibility and coverage was key to improving

the experience of obtaining health insurance. Through focused design sessions, I mapped out

current state manual business process flows and developed new system-based process flows. My

team then synthesized the business processes and requirements into detailed functional

specification documents for the offshore development team, including wireframes, screen flows,

and interface specifications.

Untangling the processesHealth benefits exchange

A U G 2 0 1 4 – O C T 2 0 1 5


B R I N G I N G H E A L T H C A R E T O T H E P E O P L E

As the design phase concluded, I liaised with the offshore development team as the product expert

to ensure the delivery matched the design. To assist the training team, I also created diagrams and

job aids to explain the complicated rules governing special enrollment for scenarios such as new

hires, newborns, and terminations.

I continued to see my team through UAT, go-live, and production support, triaging bugs and writing

data fixes as needed to keep the system running. While the election of a new state governor

rendered our success short-lived, my team was able to deliver a portal that increased employer-

sponsored insurance enrollment by 20% in 3 months of operation.

Putting it all togetherDuring the course of the project, I also had my first

chance to directly manage a team of 3 coworkers.

Coming from an individual contributor perspective, I

struggled at first to trust my team and delegate tasks

as necessary, resulting in late nights for myself as I

tried to shoulder the entire burden. Over time, though,

I learned to appreciate that as a manager, our time is

often better spent allocating the resources at our

disposal rather than getting into the weeds ourselves.

I was able to look at challenging tasks as learning

opportunities for my team members and found ways

to develop their abilities while still delivering the

project.

Learning to let go


Looking for the next big idea in mobile health

Innovation Analyst

The healthcare provider practice at Deloitte

sought to think beyond electronic health

record (EHR) systems implementations

towards the next generation of digital health

solutions in the provider space, particularly

around mobile health.

How might we leverage mobile devices to

improve the healthcare experience?

After exploring several technology trends, I proposed a technology exploration using iBeacon to

provide fine-grained patient location information. This user journey follows a patient’s journey

through a hospital visit and proposes various ways the app would be able to address pain points,

from automated check-in and payment to indoor navigation for visitors.

Navigating the patient journeyDeloitte (internal)

M A R 2 0 1 4 – M A Y 2 0 1 4


Get in touch.Jon ShihExperience Design & Technology Consultant

Email: [email protected]

Phone: +1 630 448 0566

LinkedIn: jonathanshih

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