Leadership
Leading Product Experience & Insights
I lead Product Experience & Insights at Lytx. These artifacts show how I built the organization, defined roles, selected tools, and directed research.
01 / Organization
Building the organization
Earlier design coverage
Jae Yoon · UX director
Central UI design
Technical writing + Data analytics
Supporting both product linesFleet, ELD & Device
Backlog Bandits
2 UX designers
4 sprint teamsSafety & Video
Retro Rockets
2 UX designers
3 sprint teamsKanban Koalas
2 UX designers
3 sprint teams6 UX designers covering 10 sprint teams
Inspect the full organization map
- Combined organization headcount
- 3 to 15+
- Designers hired over my tenure
- 15+ Cumulative hiring
My contribution. I designed the coverage model, hired designers, and established the Bangalore design team in person.
Result. Design hiring and a reorganization bringing in analytics and technical writing expanded the organization across the US, India, and Israel.
Coverage, hiring, and shared practice
Earlier coverage
Six UX designers in three shared teams supported 10 sprint teams across two product lines. UI design sat centrally. Technical writing and analytics supported both lines.
This map documents an earlier structure; it is not a current headcount chart.
Hiring and onboarding
I used a shared scorecard to assess product judgment. Onboarding guides introduced responsibilities and processes.
Shared practice
The handbook documented ownership and role expectations. Recorded walkthroughs supported review across time zones.
Handbook example02 / Role proposal
Combining PM and UX
Proposed role
Product Experience Lead
PM product judgment + UX discovery and design
- 01 Product judgment
- Frame the problem and risks. Prioritize value and scope. Align stakeholders for beta and general release.
- 02 Experience craft
- Lead discovery and research. Design workflows and interactions. Verify usability.
- 03 AI-first building
- Build functional prototypes. Gather evidence and context. Derive requirements, specifications, tests, and stories.
Review scope, tradeoffs, sequencing, and acceptance together.
Engineering surfaces constraints, risks, and possibilities.
My contribution. I defined the combined role and proposed a staged transition while retaining design coverage for active product work.
Documented status. Role definition and transition proposal. Adoption and rollout results are not established by these materials.
How the proposed operating loop works
- Joint
Sense change
Customer learning, requirements, and technical discoveries.
- Joint
Work through options
Value, feasibility, and tradeoffs.
- Lead-driven
Update shared sources
The prototype shows behavior; specifications capture what it cannot show.
- Joint
Build and verify
Engineering checks technical quality. The PX Lead checks UX.
- Lead-driven
Derive artifacts
Requirements, delivery stories, acceptance criteria, and documentation.
- Joint
Learn and pivot
Use rapid feedback to adjust scope and restart the loop.
Related prototyping practice
I established near-working software as the team’s prototyping standard. Agentic Fleet Tracking uses a simulated middle and back end. Driver AI Assist is another prototype from this practice.
03 / Vendor selection
Selecting Pendo
Historical assessment · 2025
Pendo selectedApproval secured
| Criterion | Amplitude | Pendo Selected | WalkMe |
|---|---|---|---|
| Guide authoring | Simple editor; fewer rich-content options | Intuitive visual editor; rich templates | Powerful logic; more technical expertise |
| Analytics | Deep funnels, cohorts, and custom analysis | Accessible reporting; less custom depth | Basic reports and preset dashboards |
| Event setup | Manual events; emerging auto-capture | Retroactive tagging; little ongoing engineering after setup | Auto-capture needed further assessment |
| Surveys | Newer NPS and microsurveys | Mature NPS, polls, and open text | Advanced forms; more training |
| In-app help | No native resource center | Built-in articles, videos, and guides | Custom help widgets; more governance |
My contribution. I evaluated the vendors through demos and capability comparisons, recommended Pendo, and negotiated terms and rates.
Result. I secured approval for Pendo. The recommendation favored its balance of accessible analytics and in-app guidance for teams beyond Engineering.
Assessment scope and source excerpts
Pendo still required initial implementation. The source distinguishes ongoing self-service from initial setup; WalkMe’s auto-capture needed further assessment.
These slides document the historical assessment. Approval does not establish migration completion or realized savings.
04 / Research practice
Establishing research practice
04 / Discuss
Pain points
Difficult to coach when the driver believes that they didn’t do anything wrong.
Not given a comprehensive view of the driver’s performance. No opportunity to recognize what the driver has done right.
Question
How can we help coaches make the biggest impact with this coaching conversation?
Coaching journey
What makes a coaching conversation difficult?
The map places pain points and research questions alongside the workflow.
Open full coaching journey (PNG)View the original cells
Fleet operations persona
A role that extends beyond the interface
The role overview captures operational responsibilities alongside product tasks.
Open full fleet operations persona (PNG)
Installation journey
Mapping the work around installation
The shipment phase makes scheduling and address verification visible before installation begins. The full map includes open questions and UI explorations.
Open full installation journey (PDF)My contribution. I organized field research and usability testing and directed the team’s persona and journey mapping. These are team artifacts; the available records do not identify every individual author.
Documented result. The maps captured customer roles, workflows, and open questions. A shared repository kept findings available to product teams.
Research context and supporting evidence
The collection comes from the team’s 2022–2023 customer research. These excerpts document the research practice; they do not establish a direct connection to later product decisions.