Timeline 6 weeks
Team size 2 designers
Deliverables design toolkit binder

My contributions
Internal research and strategy definition
Screenprinting and vendor management
Stakeholder communications

Visual design

Workshop facilitation

Timeline 6 weeks
Team size 2 designers
Deliverables design toolkit binder

My contributions
Visual design
Stakeholder communications
Internal research and strategy definition
Screenprinting and vendor management
Workshop facilitation

Timeline 6 weeks
Team size 2 designers
Deliverables design toolkit binder

My contributions
Visual design
Stakeholder communications
Internal research and strategy definition
Screenprinting and vendor management
Workshop facilitation

Timeline 6 weeks
Team size 2 designers
Deliverables design toolkit binder

My contributions
Visual design
Stakeholder communications
Internal research and strategy definition
Screenprinting and vendor management
Workshop facilitation

Timeline 6 weeks
Team size 2 designers
Deliverables design toolkit binder

My contributions
Visual design
Stakeholder communications
Internal research and strategy definition
Screenprinting and vendor management
Workshop facilitation

American Express OPEN

American Express OPEN had a need to equip their newly formed UX & Design team with tools, methods and a guideline based on the Design Thinking Process. Their team was comprised of a variety of levels of experience, backgrounds and specialities, so the challenge was to find some common ground that everyone could use to baseline the conversation.

American Express OPEN

American Express OPEN had a need to equip their newly formed UX & Design team with tools, methods and a guideline based on the Design Thinking Process. Their team was comprised of a variety of levels of experience, backgrounds and specialities, so the challenge was to find some common ground that everyone could use to baseline the conversation.

American Express OPEN

American Express OPEN had a need to equip their newly formed UX & Design team with tools, methods and a guideline based on the Design Thinking Process. Their team was comprised of a variety of levels of experience, backgrounds and specialities, so the challenge was to find some common ground that everyone could use to baseline the conversation.

American Express OPEN

American Express OPEN had a need to equip their newly formed UX & Design team with tools, methods and a guideline based on the Design Thinking Process. Their team was comprised of a variety of levels of experience, backgrounds and specialities, so the challenge was to find some common ground that everyone could use to baseline the conversation.

American Express OPEN

American Express OPEN had a need to equip their newly formed UX & Design team with tools, methods and a guideline based on the Design Thinking Process. Their team was comprised of a variety of levels of experience, backgrounds and specialities, so the challenge was to find some common ground that everyone could use to baseline the conversation.

Amex Testing 04

The Approach

The Approach

The Approach

The Approach

The Approach

The lead UX designer of the Amex OPEN team started a project to help his designers identify their level of knowledge about a given project, and looked to provide them with the appropriate tools to fill in the gaps. Moment partnered with this group to push this idea even further. Our team conducted various knowledge gathering workshops, developed questions for a self-evaluation quiz, and discussed the organization appropriate methods with these designers over the course of 3 weeks. After some refinement, we included the Director of UX in the process to ensure the toolkit would scale to a higher level.

The lead UX designer of the Amex OPEN team started a project to help his designers identify their level of knowledge about a given project, and looked to provide them with the appropriate tools to fill in the gaps. Moment partnered with this group to push this idea even further. Our team conducted various knowledge gathering workshops, developed questions for a self-evaluation quiz, and discussed the organization appropriate methods with these designers over the course of 3 weeks. After some refinement, we included the Director of UX in the process to ensure the toolkit would scale to a higher level.

The lead UX designer of the Amex OPEN team started a project to help his designers identify their level of knowledge about a given project, and looked to provide them with the appropriate tools to fill in the gaps. Moment partnered with this group to push this idea even further. Our team conducted various knowledge gathering workshops, developed questions for a self-evaluation quiz, and discussed the organization appropriate methods with these designers over the course of 3 weeks. After some refinement, we included the Director of UX in the process to ensure the toolkit would scale to a higher level.

The lead UX designer of the Amex OPEN team started a project to help his designers identify their level of knowledge about a given project, and looked to provide them with the appropriate tools to fill in the gaps. Moment partnered with this group to push this idea even further. Our team conducted various knowledge gathering workshops, developed questions for a self-evaluation quiz, and discussed the organization appropriate methods with these designers over the course of 3 weeks. After some refinement, we included the Director of UX in the process to ensure the toolkit would scale to a higher level.

The lead UX designer of the Amex OPEN team started a project to help his designers identify their level of knowledge about a given project, and looked to provide them with the appropriate tools to fill in the gaps. Moment partnered with this group to push this idea even further. Our team conducted various knowledge gathering workshops, developed questions for a self-evaluation quiz, and discussed the organization appropriate methods with these designers over the course of 3 weeks. After some refinement, we included the Director of UX in the process to ensure the toolkit would scale to a higher level.

 

The Approach

The Approach

The Approach

The Approach

A fellow teammate and I tested our process theories and an initial draft on select coworkers from the Moment office across a variety of experience levels. We then refined our flows and adjusted our content to match three levels of team experience: design novice, design lead and design director. Consensus was also reached on the format for the deliverable—a 100 page binder that was scalable and transportable, yet compact. Our next step was to develop a system that could be affordably printed, updated by the OPEN team as needed, and could be easily understood.

A fellow teammate and I tested our process theories and an initial draft on select coworkers from the Moment office across a variety of experience levels. We then refined our flows and adjusted our content to match three levels of team experience: design novice, design lead and design director. Consensus was also reached on the format for the deliverable—a 100 page binder that was scalable and transportable, yet compact. Our next step was to develop a system that could be affordably printed, updated by the OPEN team as needed, and could be easily understood.

A fellow teammate and I tested our process theories and an initial draft on select coworkers from the Moment office across a variety of experience levels. We then refined our flows and adjusted our content to match three levels of team experience: design novice, design lead and design director. Consensus was also reached on the format for the deliverable—a 100 page binder that was scalable and transportable, yet compact. Our next step was to develop a system that could be affordably printed, updated by the OPEN team as needed, and could be easily understood.

A fellow teammate and I tested our process theories and an initial draft on select coworkers from the Moment office across a variety of experience levels. We then refined our flows and adjusted our content to match three levels of team experience: design novice, design lead and design director. Consensus was also reached on the format for the deliverable—a 100 page binder that was scalable and transportable, yet compact. Our next step was to develop a system that could be affordably printed, updated by the OPEN team as needed, and could be easily understood.

A fellow teammate and I tested our process theories and an initial draft on select coworkers from the Moment office across a variety of experience levels. We then refined our flows and adjusted our content to match three levels of team experience: design novice, design lead and design director. Consensus was also reached on the format for the deliverable—a 100 page binder that was scalable and transportable, yet compact. Our next step was to develop a system that could be affordably printed, updated by the OPEN team as needed, and could be easily understood.

The Outcome

The Outcome

The Outcome

The Outcome

The Outcome

In order to customize the binder for the internal UX team, we designed and set up the cover of all 12 sets to be screen printed. The Moment team ventured out to a Brooklyn printing lab after work one day and I taught everyone how to screen print. The final box of binders were delivered to the OPEN team later in the week and were circulated around the group. After several months of testing and use, we were asked to produce more binders for internal distribution and expand on our toolkit even further. To this day, years later, our kits are still used within the organization.

In order to customize the binder for the internal UX team, we designed and set up the cover of all 12 sets to be screen printed. The Moment team ventured out to a Brooklyn printing lab after work one day and I taught everyone how to screen print. The final box of binders were delivered to the OPEN team later in the week and were circulated around the group. After several months of testing and use, we were asked to produce more binders for internal distribution and expand on our toolkit even further. To this day, years later, our kits are still used within the organization.

In order to customize the binder for the internal UX team, we designed and set up the cover of all 12 sets to be screen printed. The Moment team ventured out to a Brooklyn printing lab after work one day and I taught everyone how to screen print. The final box of binders were delivered to the OPEN team later in the week and were circulated around the group. After several months of testing and use, we were asked to produce more binders for internal distribution and expand on our toolkit even further. To this day, years later, our kits are still used within the organization.

In order to customize the binder for the internal UX team, we designed and set up the cover of all 12 sets to be screen printed. The Moment team ventured out to a Brooklyn printing lab after work one day and I taught everyone how to screen print. The final box of binders were delivered to the OPEN team later in the week and were circulated around the group. After several months of testing and use, we were asked to produce more binders for internal distribution and expand on our toolkit even further. To this day, years later, our kits are still used within the organization.

In order to customize the binder for the internal UX team, we designed and set up the cover of all 12 sets to be screen printed. The Moment team ventured out to a Brooklyn printing lab after work one day and I taught everyone how to screen print. The final box of binders were delivered to the OPEN team later in the week and were circulated around the group. After several months of testing and use, we were asked to produce more binders for internal distribution and expand on our toolkit even further. To this day, years later, our kits are still used within the organization.

Great Big StoryProject type

NBAProject type

American Express OPENProject type

NFLProject type

© 2019 Cassie Matias

© 2019 Cassie Matias

© 2019 Cassie Matias

© 2019 Cassie Matias

© 2019 Cassie Matias