Before I joined Verifone, there wasn't a formalized or centralized UxD team or leadership. Product features, revisions, and updates were added on top of legacy and new products, creating a culture where design was seen as more of an 'output' service rather than an integral part of the process. The developments were disjointed, which created disjointed experiences, resulting in complexity or ambiguity along the user pathways.

With client deadline pressures, one-off features were often added, leading to a need for unification and better cross-functional operations. It was important to manage client expectations and show them how their needs would be met by demonstrating what 'better' looks like, not only in 'better output' but also with better collaboration internally for Verifone and the partnerships.