Cox Business UX Leadership

Driving Outcomes Through Design Leadership (2016– 2021)

Summary

As UX Lead for Cox Business, I built and mentored a high-performing UX team and established the practices, processes, and partnerships needed to scale design impact across complex B2B products. My role focused on strategy, leadership, and execution enablement—not pixel‑perfect screen design—resulting in measurable improvements to customer adoption and self‑service outcomes.

Context

In 2016, I began leading the UX team for Cox Business, supporting a growing portfolio of products and services used by small and mid-sized businesses. The organization needed stronger alignment between user needs, business goals, and delivery teams—along with clearer UX processes to operate effectively in an Agile environment.

My Role (What I Did — and Didn’t Do)

What I did:

Led and mentored a team of UX designers
Set UX strategy and priorities across multiple products
Partnered with Product Managers and Engineering leads to align roadmaps
Facilitated design critiques and quality reviews
ctively partnered with the research team, contributing to research planning, synthesis
Translated usability insights into actionable roadmaps and design direction
Managed stakeholder expectations and communicated UX impact

What I didn’t do:

Design pixel-perfect UI screens. My value was in direction, decision-making, and enablement—creating the conditions for the team to do their best work while ensuring outcomes mattered to the business.

Products & Experiences Supported

I provided UX direction and oversight for:

Cox Business My Account (landing page, billing, self-service tools)
Customer Onboarding Experience
Billing & Payment Tools
Cox Business Security Solutions
Cox Business Email
Cox Business Mobile App

Key Responsibilities & Contributions

Building the Team & Culture

Built and mentored a high-performing UX team
Shifted the culture toward data-driven, research-informed design
Established shared UX standards and expectations across products

Process & Operational Excellence

Instituted a design work intake process to manage demand and prioritize effectively
Formalized collaboration with Agile Scrum teams
Established a repeatable process for updating and governing the Blueprint Style Guide

Research & Validation

Managed and partnered with a dedicated user researcher
Ensured usability testing occurred at multiple points in the design cycle
Reviewed usability sessions, analytics, and session replays
Synthesized findings into clear, actionable recommendations for product teams

Design Systems & Consistency

Collaborated with designers and engineers to deliver foundational elements of the design system, including:
- Design patterns
- Workflows
- Reusable components
Ensured consistency while allowing flexibility for complex B2B use cases

Outcomes & Impact

My leadership and the team’s execution drove measurable business results, particularly within Cox Business My Account:

35% increase in auto-pay sign-ups
90% reduction in paper bill usage
44% increase in call forwarding self-service adoption

These outcomes reduced operational costs, improved customer satisfaction, and strengthened trust in self-service tools.

Why This Mattered

Cox Business customers rely on these tools to run their businesses. By investing in UX leadership, research, and systems—not just screens—we were able to:

Reduce friction in high-volume support tasks
Increase adoption of digital self-service
Align design decisions with measurable business value

Reflection

This work reinforced my belief that UX leadership is a force multiplier. Clear direction, strong partnerships, and disciplined research practices can unlock impact at scale—especially in complex B2B environments where success depends on both usability and operational efficiency.