A new Customer Support Team, an evolving product catalog and a growing network of shared services were changing how customers engaged with CMS Hybrid Cloud, now Cloud Fusion. Knowledge sat across teams, Confluence, Jira and people’s experience. Existing high-level maps did not yet distinguish customer and internal work or connect onboarding with ongoing operations.

The work began around cost optimization and customer support. As dependencies became visible, I followed them into operational roles, onboarding, ongoing management, governance and readiness. The aim was to give teams a shared view they could use to make decisions about the service.

Research how work moves

Ten operational roles had been identified for an emerging CRM, but responsibilities, information needs and decision ownership were not consistently defined. I researched those roles as participants in a service. Role profiles, capability mapping and permissions work connected CRM design with actual workflows and operational responsibilities.

Go beyond onboarding

I brought onboarding activities into a unified model and validated it with operational stakeholders. I then developed the post-go-live Operations & Maintenance model, capturing recurring work through to decommissioning. Connecting the two produced an end-to-end lifecycle view and opened engagement across eleven shared-service teams.

Turn findings into decisions

The expanded model revealed coordination gaps that individual workflows concealed. At go-live, receiving support teams needed a clearer handoff about the customer and the support required. I brought findings like this into a prioritized improvement discussion and connected the findings to readiness, guidance and a service-evolution roadmap.

The next question was how that shared understanding could help people do the work. Customer information, task coordination and guidance were spread across separate tools. Staff had to transfer information, find supporting documents and reconstruct what should happen next.

I shaped the service direction around the customer’s lifecycle: where they are, what needs to happen, who is responsible, what guidance applies and what makes them ready to progress. BaseCamp, the emerging CRM, is a component of that experience. The information and knowledge architecture connects lifecycle stages, specific service moments and jobs to be done, so guidance can support an action in context.

As the service evolved into Cloud Fusion, I began reconciling the detailed blueprint with seven organizing stages: Discover, Plan, Build, Secure, Optimize, Operate and Support. Within that structure, service moments provide a practical unit for validating the work and eventually packaging requirements for development.

Onboarding already has substantial guidance. The immediate design challenge is to improve its structure and connect it to the operational experience. Operations & Maintenance needs deeper validation with service leads and more new guidance. Keeping that distinction visible helps focus the work where it is actually needed.

With leadership support, the effort grew from developing service frameworks into a coordinated future-state design initiative. I lead the service-design work across three connected lanes and facilitate the overall roadmap:

Product concept and experience.

I work with the embedded UX designer to connect the blueprint, customer context and functional needs to an initial BaseCamp concept and information architecture.

Service validation.

I structure practitioner walkthroughs around the journey’s moments, bringing existing findings into conversations about responsibilities, exceptions, handoffs and readiness.

Guidance and artifacts.

I develop the guidance architecture and connect it to jobs to be done, giving CX technical writers a foundation for outcome-oriented guidance and supporting materials.

Each lane informs the others. A workflow finding can change the product concept; a guidance gap can reveal a missing responsibility; a readiness question can change the evidence a task needs to capture. My contribution is to keep those relationships intact as different disciplines turn the service model into a usable experience.

I am structuring the handoff to bring the validated journey, guidance, experience concepts and functional requirements together in scoped packages. Leadership approval and technical feasibility shape what enters the development backlog. Development capacity then determines release timing.

The roadmap also carries the work beyond design: usability testing, feedback loops, and training and adoption aligned with releases. These are planned activities, not completed outcomes. A reviewed design package does not mean the new workflow is live or that teams have adopted its guidance.

Delivered foundation

By the May 2026 progress review, the work included a first-pass end-to-end onboarding and O&M blueprint, integrated customer-support and shared-service views, a findings report and a launched MVP customer-facing interactive onboarding guide.

Current contribution

The service evidence now informs the BaseCamp strategy, evolving stage-and-moment structure, guidance architecture and coordinated design roadmap. I am leading the service-design connections across product, practitioner validation and CX content work.

Next delivery boundary

The expanded BaseCamp workflow, full guidance rollout and adoption remain ahead. The immediate focus is a coherent onboarding package, followed by deeper O&M work and capacity-based implementation.

The blueprint created a shared understanding of the service. The BaseCamp effort carries that understanding into the decisions, guidance, responsibilities and tools people will use. My role has grown with that transition: from discovering how the service works to shaping how teams can improve it together.