Shaping and Scaling a Consumer UX Organization

Scaling the UX organization to support the combined digital experience of the newly merged T-Mobile and Sprint.

The Problem
Following the Sprint merger, T-Mobile faced a significant increase in product and experience complexity across its consumer digital ecosystem. The existing UX organization lacked the scale and structure needed to support multiple product teams, platforms, and customer journeys at the speed required.

The Objective
My task was to expand and structure the UX organization to support the merged company’s digital products while ensuring consistent customer experiences across teams, platforms, and touchpoints. In addition, I made a 5-year plan for design maturity to support the future development of integrated solutions with the customer’s experience at the center.

The Strategy
The UX organization was expanded and restructured to support multiple product streams and cross-functional squads. New roles and disciplines were introduced to strengthen research, interaction design, and UX leadership across the organization. Standardized processes, shared design practices, and stronger collaboration with product and engineering ensured UX could operate at scale.

The Outcome
My UX organization grew from 12 to 45 people, enabling the company to support a broader portfolio of consumer products while improving collaboration across product, engineering, and design teams.

Stakeholder Metrics

• 3.7× growth in UX capacity supporting consumer product teams

• 100% UX coverage across major consumer product initiatives