I have worked with the Internal Systems team in order to rethink all their sales flow, starting with sales dAs part of a strategic initiative with the Internal Systems team, I was responsible for rethinking an end-to-end sales flow that touched multiple business areas—including Sales Development, Business Development, Operations, Support, and the VIP team. The goal was to bring clarity, efficiency, and user-centered structure to a complex, multi-team ecosystem.

To ground the work in real behaviours, I began with user shadowing sessions, mapping the daily tasks, tools, and decision points of each role. These insights informed a series of co-creation workshops using methods such as card sorting, rapid prototyping, and problem-framing exercises.

To scale discovery across the organization, I created targeted surveys and developed personas covering 9 teams, giving stakeholders a shared language for understanding needs and motivations. In parallel, I facilitated requirements-gathering workshops for 4 different squads, aligning product, engineering, and operations around clear priorities.

The journey culminated in cross-team user journey workshops, where we mapped the lifecycle from acquisition to retention. These sessions uncovered systemic gaps, clarified ownership, and created the foundation for future product improvements.