Customers were struggling to stitch 18+ services into a working solution. As one of them put it, "Do not ship your org chart to us."
The original direction combined UI unification with workflow automation. It improved today's experience, but still left customers responsible for knowing the services and stitching the solution together.
Design leadership challenged us to look further ahead. If this was a North Star, it needed to show a new way of working, not just a cleaner version of today's workflow.
I reframed the vision around AI orchestration: customers describe the outcome, and the system helps assemble the solution.
The work changed the question for leadership: not “how do we make today’s workflow easier,” but “how do we help customers describe an outcome and let the system assemble the solution?”
I designed the orchestration layer to work backward from the customer's goal, reusing Engineering's existing modules instead of asking for new ones, so go-to-market could reach customer value faster. Then I packaged the vision so my design partner could carry it forward during my leave.
The vision won leadership support and dedicated PM ownership. It survived a reorg, a long pause, and my absence because the story was clear enough for others to keep moving.