Telecom Digital Transformation UX Leadership Design Operations Self-management App Under NDA

Telecom Personal Flow

Leading UX across a complex digital transformation, connecting teams, processes, and product decisions at scale.

I led UX work within Telecom Personal Flow's digital transformation program, coordinating designers across multiple product cells and contributing to the evolution of the Mi Personal Flow self-management experience. My work focused on improving UX alignment, delivery planning, onboarding, documentation, and transversal product consistency in a complex ecosystem.

Company

Industry

Telecommunications / Digital transformation

Role

UX Lead Designer

Product type

Mobile app / Self-management & e-commerce ecosystem

Timeline

Oct 2021 – Feb 2024

Team

UX/Content Designers, POs, Business, Technology, Telecom & Globant Leadership

Methods

UX Leadership, Design Operations, Agile Scrum, Discovery, User Flows, IA, Critiques, Estimation, Onboarding

Tools

Figma, FigJam, Miro, Jira, Confluence, Notion

Status

Launched milestone / Design leadership / Under NDA

Some parts of this project are under NDA, so I'm showing a curated version of the process, artifacts, and outcomes. Sensitive product screens, roadmap details, internal documentation, and business information have been blurred or simplified while keeping the design decisions, methodology, and my role clear. I'm happy to walk through more detail privately in an interview or portfolio review.

Sensitive product and business details have been blurred or simplified to protect confidential information.

Context

Telecom Personal Flow was part of a large digital transformation program in Argentina, focused on evolving digital self-management and e-commerce experiences across a complex product ecosystem.

I joined the account in a period of organizational change, brand unification, shifting team structures, and evolving product priorities. Over time, I moved into UX leadership roles across different clusters, including Self, Retention & Loyalty and Upper Funnel, and later contributed as a UX representative in the Upgrade initiative for Mi Personal Flow.

Why it mattered

Designing screens was rarely the actual job here. What mattered more was building alignment across multiple cells, fixing how designers estimated and delivered work, connecting product decisions across teams, and giving the UX practice enough structure to survive a constantly changing environment.

My role

I worked as UX Lead Designer, leading and supporting UX designers across multiple product cells within a larger design team. My role combined UX leadership, process improvement, product alignment, design documentation, mentoring, and hands-on contribution to key initiatives such as the Mi Personal Flow Upgrade.

Led six UX designers distributed across five self-management cells.
Coordinated UX work between Telecom and Globant designers.
Supported UX planning, estimation, rituals, documentation, and delivery quality.
Contributed to the Mi Personal Flow Upgrade initiative, focused on evolving the self-management experience.
Helped align UX, content, product, and technology teams around shared milestones.
Built and improved UX onboarding material to help new designers integrate more autonomously.
Acted as a transversal UX lead, connecting decisions across cells and promoting consistency across the ecosystem.
Supported designers with technical guidance, feedback, and team rituals.
Helped identify process gaps and propose ways of working that improved visibility and collaboration.

The challenge

The main challenge was leading UX in a large, changing digital ecosystem where multiple teams were working in parallel, roadmap clarity was limited, and individual design decisions could affect the global user experience.

User challenge: users needed a clearer, more consistent self-management experience in Mi Personal Flow, while the product evolved across multiple areas and teams.
Business challenge: Telecom needed to support the launch and evolution of Mi Personal Flow while coordinating many teams, priorities, and delivery commitments.
Design challenge: the UX team needed stronger alignment, better estimation, shared documentation, consistent onboarding, and a more transversal view of the product experience.

Problem statement

How might we help multiple UX teams deliver a more consistent self-management experience for Mi Personal Flow, while improving collaboration, planning, and alignment across a complex digital transformation program?

Goals & success criteria

User goals

Support a clearer and more consistent self-management experience.
Reduce fragmentation across journeys designed by different cells.
Help product experiences feel connected across the ecosystem.

Business goals

Support the Mi Personal Flow launch milestone.
Improve delivery predictability and UX coordination across cells.
Strengthen collaboration between product, content, design, and technology.
Create better visibility around UX progress, risks, and dependencies.

Design goals

Improve UX estimation, planning, and team rituals.
Create reusable documentation and onboarding material.
Align designers around shared standards and product vision.
Connect individual design decisions with the broader ecosystem.
Support consistent delivery quality across multiple cells.

Process

Discover Define Develop Deliver

01 — Discover

Understanding the ecosystem, the teams, and the delivery gaps

I started by understanding how the UX team was organized, how each cell worked, and where collaboration was breaking down. The challenge was not only the product itself, but the operating model around design: different levels of experience, different stakeholder expectations, and a roadmap that was not always clear.

Reviewed how designers were distributed across cells and product areas.
Identified gaps in estimation, communication, documentation, and delivery visibility.
Mapped dependencies between design, content, product, and technology.
Listened to designers' needs to understand where they needed more support.
Identified onboarding pain points for new designers joining the account.
Observed how individual design decisions could affect the global user experience.

How I used AI

This was long before AI entered my workflow. Everything here came from UX leadership, watching how the team actually worked, process analysis, stakeholder alignment, and a lot of ongoing back-and-forth with designers, content, product, and technology.

Team ecosystem map used to understand how design work moved across cells and where alignment was needed.

02 — Define

Creating a transversal UX direction across multiple cells

After understanding the team and product context, I focused on creating clearer ways of working. This meant improving estimation, strengthening rituals, supporting designers with documentation, and helping the team connect their individual work with the broader Mi Personal Flow experience.

Defined improvement opportunities for UX planning, estimation, and rituals.
Helped create alignment spaces between UX, content, product, and technology.
Supported a more transversal view of the Upgrade initiative.
Identified the need for clearer representation of product decisions in Upgrade working sessions.
Worked with content leadership to address shared needs across design and content teams.
Helped structure onboarding material so new designers could access updated information independently.

How I used AI

No AI in this phase. The value came from reading the room, figuring out what the team actually needed, facilitating alignment, and building process structures designers could work with on their own.

Alignment framework used to improve how UX, content, product, and technology collaborated around shared milestones.

03 — Develop

Improving processes, onboarding, and delivery consistency

With the main gaps identified, I worked on practical improvements that helped the UX team operate with more consistency. The goal was to reduce dependency on leaders for repeated explanations, improve access to updated information, and help designers make better decisions across cells.

Improved estimation practices across UX designers and product cells.
Supported rituals that gave designers more visibility into priorities, risks, and dependencies.
Helped build UX documentation and onboarding material for new team members.
Created a self-service onboarding structure so designers could review key information independently.
Supported design critiques and feedback loops to improve delivery quality.
Helped designers align their decisions with the broader self-management experience.
Coordinated with Telecom and Globant designers to improve collaboration and shared understanding.

How I used AI

Still no AI here. This part ran entirely on leadership, facilitation, structured documentation, and translating whatever was frustrating the team into an actual better way of working.

Onboarding structure created to help new designers access updated information and integrate with less dependency on leaders.

Process diagram showing how UX work became more visible, organized, and easier to coordinate across cells.

04 — Deliver

Supporting the Mi Personal Flow launch milestone

The final impact of my work was reflected in the team's ability to organize, align, and deliver in a complex environment. Despite initial roadmap ambiguity, the UX team completed 100% of its deliverables for the Mi Personal Flow launch milestone.

Supported the UX team in completing 100% of its deliverables for the Mi Personal Flow launch milestone.
Helped strengthen synergy between content, product, design, and technology teams.
Improved UX estimation and delivery planning across multiple cells.
Created onboarding material used by 10+ designers after joining the account.
Reduced the risk of sharing incomplete or outdated onboarding information.
Helped designers integrate more autonomously, reaching out to leaders mainly for questions and follow-up.
Contributed to the Upgrade initiative by promoting a transversal UX view across the ecosystem.

How I used AI

No AI on this project, but it's exactly why I now work the way I do with design operations: define the structure, the decision logic, and the shared documentation first, and only bring AI in afterward to speed up synthesis, onboarding materials, or communication.

Delivery summary showing how UX coordination supported the launch milestone despite roadmap ambiguity.

Before / after

Before

The UX ecosystem had fragmented ways of working, inconsistent onboarding, unclear visibility across cells, and multiple teams designing in parallel under roadmap ambiguity.

After

The UX team had stronger alignment rituals, better estimation practices, reusable onboarding material, clearer documentation, and a more transversal view of the Mi Personal Flow experience.

Final solution

The final work focused on three main improvements:

Stronger UX leadership across cells

I helped coordinate designers across multiple product cells, improving communication, visibility, and alignment around shared delivery goals.

Better design operations and onboarding

I helped create documentation and onboarding material that allowed new designers to integrate more autonomously and access updated information without depending fully on leaders.

A more transversal product vision

I connected design decisions across cells so individual solutions could support a more consistent Mi Personal Flow experience.

Impact & results

User value

Supported a more consistent self-management experience by helping teams connect individual design decisions with the broader product ecosystem.

Business value

The UX team completed 100% of its deliverables for the Mi Personal Flow launch milestone.

Team / process value

Created onboarding material that supported 10+ designers and reduced dependency on leaders for repeated onboarding explanations.

Product / system value

Improved UX alignment, documentation, estimation, and cross-functional collaboration across multiple cells.

Obstacles & trade-offs

This project required constant trade-offs between leadership, delivery pressure, team maturity, business priorities, and changing organizational structures. The challenge was to keep the team moving while building better ways of working at the same time.

Leading designers with different levels of experience.
Coordinating Telecom and Globant designers within the same ecosystem.
Working with roadmap ambiguity and changing priorities.
Balancing hands-on support with leadership responsibilities.
Creating team rituals without slowing down delivery.
Helping designers gain autonomy while maintaining consistency.
Connecting product, content, design, and technology in a complex transformation program.

What I learned

This project was one of the most important experiences in my growth as a UX Lead. It taught me that design leadership is not about controlling every decision; it is about creating the conditions for teams to make better decisions together.

I learned how to lead UX teams in complex and changing environments.
I strengthened my ability to connect design, product, content, and technology.
I learned that onboarding is a design problem: if information is not structured, the team cannot scale.
I improved how I support designers with different levels of experience.
I confirmed that process improvements only work when they respond to real team needs.
I strengthened my ability to think beyond screens and contribute to the operating model of design.

What leaders said about my work

Steph is a leader who never stops growing, stays focused, and guides with assertiveness. Her analytical skills and ability to handle complex situations are key.

Magali Amalla, Head Design

She has a holistic vision that allows her to go beyond the UX role, considering technical and business aspects when proposing solutions.

Nicolas Andres Semeniuk, Technical Lead

Telecom is probably the project that shaped me most as a UX Lead: working inside a genuinely complex ecosystem, supporting teams through real ambiguity, and caring as much about how design operates as about what it produces.

Stephanie Cacheo — Senior UX Designer