Phillip Hunter

Resumé @designoutloud LinkedIn

Successful design is finding the right ways to enable people to act effectively, to understand concepts and information clearly, and ultimately to lead better lives.

Microsoft User Experience Days (2012, 2013)

Context:

Day-long event for over 700 people celebrating the accomplishments of the user experience practice at Microsoft.

Constraints:

Limited budget and timeline for preparations, including prep for over 20 speakers presenting within a 6 hour agenda.

Solution:

A single large ad-hoc team of over 30 people was broken into smaller agile teams focused on specific aspects of the event, all coordinated through myself and an event planner.

Impact:

Satisfaction survey scores were high and the event was described as flawless. Contributing members reported fulfilling experiences as part of the teams.

SpeechCycle Design Team (2006-2009)

Context:

SpeechCycle executives, as part of growing the young software-as-a-service business, wanted a seasoned design leader to build and run a cohesive team. Plans were being made to expand the product line and obtain new funding.

Constraints:

Start-up environment, designers required to develop, remote design team members.

Solution:

Using frequent communication, focused goals and practices, and frank discussions with management, I built a strong team that maintained product performance and was resilient even when the company hit financial difficulty and cut heads.

Impact:

Created new flagship conversational speech recognition application that resulted in company acquisition. Grew team from 3 to 8 designers as the company expanded from 2 products to 5 and added international business. Half of the additional team members were internal transfers who asked to join and be trained more fully as designers.

Intervoice Design and Usability Team (1999-2003)

Context:

Intervoice incorporated advanced speech technology in the mid-1990's, yet had no functional concept of a user interface design practice to properly craft how applications would interact with people. What's more, professional services were not a part of revenue.

Constraints:

Disbelief in the need for design and usability practices and personnel. Resistance to charging for applications.

Solution:

A small handpicked team that could demonstrate effective practices and value using newly adopted practices for the new technology. This was combined with 1:1 and group discussions about the need and path for bringing design into the organization.

Impact:

Drove 18 months of change management and project success resulting in growing custom applications contribution to revenue of nearly 10 figures, adoption of design-led project processes, and a strong 14-person design and usability team. The company went on to acquire a major competitor in the speech application market before being acquired by a multibillion dollar firm.