Michigan Software Labs

Situation

During my nearly two years at Michigan Software Labs, I had the opportunity to transform the design department by introducing a user-centered design philosophy and implementing cross-functional team workshops to improve product design and collaboration.

While I can’t share most client work due to confidentiality agreements, one public-facing project — Hearsee Mobility — is documented in a dedicated case study. Beyond individual projects, this case study focuses on the broader transformation of the design practice and the leadership lessons learned along the way.

Company Overview

Michigan Software Labs is a software consultancy serving a wide range of clients, including Fortune 500 companies, universities, and non-profits. During my tenure, I led design efforts across platforms including IoT, iOS, Android, iPadOS, and Web.

One especially impactful project involved an IoT solution for a manufacturing client, where simplifying complex workflows significantly improved system reliability and usability for factory operators.

Industries supported included:

• Media streaming and content delivery
• Multimedia platform development
• Indoor positioning and navigation
• Educational technology and higher education
• Online learning platforms and digital courseware
• Industrial automation and manufacturing
• Supply chain and logistics
• Accessible technology and inclusive design

Transforming the Design Department

When I joined, the design department struggled with inconsistent processes, siloed execution, and a limited user-centered mindset. Addressing this required both structural and cultural change.

Introducing Product Design

I shifted the team toward a holistic product design approach that emphasized user needs, business goals, and long-term outcomes. This change improved client trust and engagement while elevating the role of design within project teams.

Establishing Design Ops

I introduced a formal design operations framework — something that did not exist previously. This created consistency, improved collaboration, and reduced project delivery time by 25%.

Incorporating Design Thinking

In partnership with leadership, I embedded design thinking into the development process. Applying these methods to complex projects, such as indoor navigation systems, led to clearer user journeys and improved usability testing results.

Team Building and Restructuring

I rebuilt the design team with a focus on diversity, cohesion, and balanced skill sets, enabling the group to support a broader range of industries and project types more effectively.

Key Accomplishments

Team Charter Development

Defined shared goals, values, and expectations to unify the design team and clarify its role across the organization.

Design Ops Implementation

Created repeatable workflows that improved cross-functional alignment and reduced delivery time by 25%.

Career Path Development

Built a four-track growth framework to support designers at every career stage.

User-Centered Product Design

Strengthened client relationships by anchoring design decisions in real user needs and measurable business outcomes.

Creative Team Techniques

Introduced improvisation-based workshops to encourage collaboration, ideation, and trust within teams.

Reflection

Our work at Michigan Software Labs spanned diverse industries, each with unique challenges. I’m especially proud of how the design team evolved from fragmented efforts into a cohesive, structured practice grounded in user needs and thoughtful process.

Building a strong product design culture and design operations foundation improved efficiency, raised product quality, and elevated how design contributed to the business.

This experience reinforced my belief in:

• design thinking as a strategic tool
• structured yet adaptable processes
• diverse, collaborative design teams

While many projects remain confidential, the cultural shift and measurable improvements speak to the impact of intentional design leadership.