As the Product Experience Director for Expedia's Conversational and AI Platform Team, I spearheaded innovation to strategically enhance customer experiences through AI-driven solutions. Upon assuming this role from a senior director and subsequently a VP, I recognized the need for reshaping, scaling, and bolstering leadership within the team.
The journey to build a dynamic Conversational and AI Experience Design Team was a well-structured program that unfolded through a series of strategic phases. Our approach was rooted in agility and constant improvement, guided by the principle of empowering individuals to make informed decisions and fostering a culture of collaboration and innovation.
This program kicked off with a short phase that emphasized informal 1-on-1 meetings across design, product, and technology teams. These meetings were instrumental in swiftly gaining insights from team members regarding what was working exceptionally well and where opportunities for improvement lay. This open dialogue allowed us to understand which meetings were truly essential and which team members should participate in them. It became apparent that there were instances of redundant and unproductive meetings, highlighting the need for clear roles and responsibilities.
The outcome of this phase was empowerment, enabling team members to question the necessity of certain meetings and to decline those that did not provide tangible value.
With a clearer understanding of our landscape, we moved on to the crucial task of collecting and synthesizing the skills and experiences within the design team. We initiated a "culture of crit," where regular work reviews and feedback sessions became integral. This phase revealed the need for additional design managers or the redistribution of responsibilities and promotions to fill gaps within the team. Through this process, we developed a comprehensive picture of the team's capabilities, enabling us to identify areas requiring reinforcement through hiring or mentoring.
On the peer leadership front, it became evident that a robust product experience strategy was essential. The Vice Presidents of Product and Technology required a clear roadmap for defining the overall customer experience, with a focus on three primary customer types. To address this, a structure was created to facilitate the active participation of my product and technology peers in crafting the product experience strategy and vision.
This framework proved invaluable as it demanded concrete evidence that any work undertaken was not only necessary but also in alignment with our strategic vision and guiding principles. It facilitated the prioritization and ranking of projects, ensuring they contributed to our overarching goals.
The above phases collectively laid the foundation for assembling a team capable of supporting conversational and AI product launches with successful outcomes. This journey culminated in the creation of our first team of conversational designers, who seamlessly partnered with our scientists and technologists to pioneer innovative solutions and drive Expedia Group forward in the realm of AI and conversational experiences. The agility, empowerment, and collaborative spirit that underpinned this journey continue to be the cornerstones of our success.
My leadership within the Conversational and AI Platform Team at Expedia Group has been transformative. The team was now balanced with the appropriate skills. The management structure went from 30+ direct reports to three senior managers and a principal/director providing more efficient work and best-in-class support for their direct reports. My strategic vision, visionary approach, and unwavering dedication have successfully steered the team toward pioneering design solutions that harness the power of AI. The outcomes in knowledge and product launches stands as a testament to my ability to revolutionize the Expedia customer experience, propelling the company to the forefront of innovation within the travel industry under my expert guidance.