Building innovative products
and teams

I’m a UX design leader with over 10 years of experience creating impactful, end-to-end product experiences across multiple channels. For the past 5+ years, I’ve been guiding and mentoring design teams in Lean UX, Agile, and SAFe environments.

At Siemens, I’m a proud founding team member and Design Manager, driving the 0-1 product design strategy for a B2B EV Charging-as-a-Service platform. In this dynamic role, I’m building a high-performing remote UX team from the ground up across different time zones and crafting innovative solutions in a fast-paced environment.

Previously at Comcast, I led a talented team of over 7 designers and mentored 4 direct reports, shaping the future of UCaaS and Connectivity solutions. Before that, at Ellucian, I played a key role in establishing and leading UX research.

Hello, I’m Jui! 👋🏻

"I thrive when my team thrives."

My leadership style has evolved significantly over the years, shaped by a blend of methods, processes, insights and feedback from exceptional leaders, and a deep understanding of design principles and philosophy gained through experience and extensive reading. Through years of personal development, counseling, and coaching, I have honed the skills necessary to build a strong foundation for fostering innovative and high-performing teams.

Overview

An essential skill for a UX leader is combining strategic vision with the determination to foster cultural change within an organization.
It's about empowering people to think critically even in your absence. To accomplish this, I partnered with other design leaders at Comcast to create a comprehensive strategic plan.

Lunch & Learns

We held quarterly Lunch and Learn sessions to educate Product and Development teams on various Design Thinking activities. Additionally, we conducted demo sessions on using Figma and facilitated brainstorming workshops with FigJam.

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Onboarding new employees

While at Comcast, I noticed that the initial onboarding week for new employees lacked a dedicated UX segment. I shared this observation with our Design VP during an informal conversation.
We made it our mission to address this gap and collaborated with the onboarding team to introduce a UX workshop as part of the onboarding process.

Interviewing customers

I observed during customer calls hosted by our PMs that feature prioritization was often based on individual customer requests rather than identifying patterns across the broader market. Additionally, there were instances of assumptions being made or a defensive approach being taken.
To address this, I collaborated with the research team to create an "Interviewing 101" guide for product teams.

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Overview

During my three years leading a design team at Comcast, I onboarded 14-15 designers, including both full-time employees and contractors. Recognizing the time-intensive nature of this process, I collaborated with my team to develop a comprehensive onboarding checklist and guide.

This guide covered:

A plan for the initial weeks' tasks
An overview of the team's structure and roles
Guidance on meetings and calendar setup
Key terms and concepts for product onboarding
A list of stakeholders
A detailed product overview
Instructions for setting up Figma and other essential tools

Goal

I wanted to streamline the onboarding process and create a smoother experience for new designers.
My goal is to help them feel a strong sense of purpose and direction as they transitioned into their new roles

Takeaways

I gathered feedback from each new designer after their onboarding and continuously refined the guide.
At Siemens, I adopted a similar structure, incorporating additional relevant details to enhance its effectiveness.

Takeaways

I gathered feedback from each new designer after their onboarding and continuously refined the guide.
At Siemens, I adopted a similar structure, incorporating additional relevant details to enhance its effectiveness.

Overview

I believe that flexibility and autonomy foster creativity and productivity, but I also see the importance of establishing a structure that serves as guardrails, enabling the team to operate effectively.
I have led two teams with different setups: my team at Siemens has been fully remote from the start, while my team at Comcast transitioned from in-office to remote during COVID. I tailored my approach to structure and meetings to fit each team's unique working style and availability, while maintaining a consistent high-level framework.

Feedback

Design Critiques:
I typically host these sessions weekly, but I also encourage my team to take the initiative and schedule them whenever needed.
Sometimes we use Loom recordings and then we share notes to provide feedback,
Retrospectives:
I prefer to hold design team retrospectives on a monthly or quarterly basis, as weekly retros haven't been particularly effective in my experience.

Setting intentions weekly

Monday morning team huddle:
I've conducted these both synchronously and asynchronously.
At the start of the week, usually on Mondays, my team meets to set intentions for the week.
Daily status updates:
I've conducted these both synchronously and asynchronously. For the rest of the week, we share our to-dos and/or any obstacles we have along the way on Slack or Teams.

Problem solving

Brainstorming and workshops:
I've conducted these sessions as needed, providing a great open space for collaboratively and critically thinking through design problems.

Team building

Fun remote activities:
I believe that some activities I've organized with my teams in the past, such as remote escape rooms, in-person improv sessions, and socializing at Topgolf, celebrating baby showers have significantly helped us build strong relationships that positively impacted our work.

Understanding goals & strengths

Starting with one-on-one in depth discussions about team members career goals, strengths and areas for development, asking them about where they see themselves in the future.

Progress check ins and feedback

Providing actionable feedback that focuses on strengths and areas for improvement.
Recognizing and celebrating achievements and progress and motivating them to continue growing.

Create personalized development plan

Setting and defining short and long term goals and milestones to track progress.
Identifying growth opportunities for them such as hosting meetings/workshops, leading interviews, gaining certifications

Opportunities for visibility & recognition

Creating opportunities for team members to present their work, share insights.
Highlighting teams achievements to senior leaders and other departments.
Awards, nominations and promotions.

Building relationships

I am constantly striving to be a trusted advisor to those making decisions about the product's future, and one key skill that has helped me achieve this is building strong relationships. This approach has also been essential in breaking down silos and enhancing collaboration.

Documentation

I can't stress the importance of documenting meeting notes, decisions and design rationale. It has served as a valuable resource for when team members changed and to create alignment.

Understanding business needs

I recall one of my former bosses telling me, "A key aspect of being a leader is understanding how the business operates and generates revenue." I now truly grasp the reasoning behind this advice. It has enabled me to communicate in a way that resonates with stakeholders, build trust, and more effectively advocate for user research.

Difficult conversations

I approach these very strategically but always with empathy and preparation. I will be very honest and transparent when I'm trying to address the issue and usually support it with some evidence. I'm always open to receiving. feedback and also compromise when it o resolve disagreements.

Projects

As someone once said, "My team is my portfolio." I wholeheartedly believe in this philosophy. Here is a selection of the exceptional work my teams and I have achieved over the past decade at Siemens, Comcast, and Ellucian.