Led UX across India Software Labs initiatives, translating executive strategy into scalable education, onboarding, and internal platforms.
With UX still taking shape at ISL and only a small design presence, scaling initiatives risked inconsistency and misalignment. Establishing shared UX practices was key to improving clarity, scalability, and alignment across teams.
Establishing UX as a Core Capability
When I joined India Software Labs, design support focused on visual narratives, with experience rarely influencing early problem framing. I worked with leadership to demonstrate how research-led insights and clear experience direction could reduce ambiguity, align teams faster, and improve adoption.
As trust grew, this approach moved upstream into strategy. That shift enabled me to lead multiple platforms in parallel and establish shared practices that improved consistency, speed, and user alignment across teams.
What I Built and Delivered
Public Sector & Education Platforms
Projects: SamShiksha (a part of Good Tech Scholars Program), Good Tech Scholar Program initiatives with Ministry of Education, NITI Aayog, Central Board of Secondary Education
These initiatives involved government partners, educators, and students- each with different expectations around credibility, clarity, and engagement. The core challenge was deciding how to translate complex program goals, policy constraints, and AI education narratives into experiences that institutions could trust, without overwhelming or disengaging students.
My role focused on shaping how these programs were understood and experienced. I set experience direction across program websites and executive-facing narratives, and used workshops and feedback loops to align stakeholders on goals, user journeys, and success criteria. This approach established a consistent experience narrative across digital touchpoints, enabling broader adoption while maintaining trust with public-sector partners.
Albus - Onboarding Assistant
Onboarding at IBM spans multiple tools and teams across a new hire’s first days. While each system served a purpose, the overall experience often felt disjointed for new hires and managers trying to understand where to start and what mattered most.
Based on cross-functional workshops with HR, product, and engineering, I led the experience direction for Albus around a single insight: the problem wasn’t missing functionality, but the lack of a unified entry point across existing systems.
Albus combines a personalized web dashboard with an HR chatbot, orchestrating existing IBM systems and APIs to surface timely, role-relevant information based on a new hire’s stage and context. This approach reduced onboarding friction, improved clarity and confidence during the first days, and repositioned onboarding as a scalable, productized experience with strong leadership buy-in.
Impact and What It Took to Get There
I had to make careful calls about when to push for consistency and when to meet teams where they were. Instead of enforcing standards, I focused on showing how shared patterns and system thinking made teams’ work easier-by aligning design decisions with engineering realities and reinforcing them through real delivery. Over time, this built trust in UX guidance and led to stronger adoption of shared practices, without slowing teams down or creating friction.
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