https://acrobat.adobe.com/id/urn:aaid:sc:US:11730d09-d10a-4cad-a6db-763cbc1bf4d3
Cummins was in the early stages of maturing into a more formal product organization, but the digital product ecosystem was still fragmented. Product teams were working with inconsistent patterns, limited internal UX capability, and different ideas about what should be prioritized across the portfolio. Working through MX Group, I partnered with Cummins’ internal product and design operations leaders, along with the external delivery team, to help create a more coherent product and UX model. The work focused on moving upstream: clarifying how design should influence intake, prioritization, and planning before teams dropped into production.
I helped reset the design system around a more scalable baseline, then guided its adaptation into a Cummins-specific framework with shared components, patterns, and governance. At the same time, I advised on design operations, introduced stronger ceremonies and sprint alignment, improved the integration of UX research and product strategy, and helped support the buildout of internal design capability so the organization could sustain the work over time. The result was a stronger operating rhythm across product, UX, and engineering, a clearer branded house of products, and a more unified experience direction across the platform. During the engagement, efficiency and throughput improved by 50 percent, while the organization gained better consistency, better decision-making, and a more durable foundation for long-term product maturity.