Amazon’s software development team is unlike any I’ve worked with. I was genuinely amazed at how fast my UX solutions could be implemented. After I presented my solutions to leadership, my features were shipped within a few weeks or months. One of Amazon’s principles that always stood out for me was the “Disagree and Commit ” principle, which helped the team make faster software decisions.
Responsible for contributing to the FY21 platform strategy.
Dashboards – Predictive analysis dashboards using ML/AI technology to analyze vendor relations for new customer opportunities and increase business efficiency and monetization. Experience improvements that keep the mothership flywheel offering increased transparency for (internal/external) customer relationships on a customer-focused high-performance software team.
Becky Scott, UX Manager
Quote: “Geoff was the sole designer on a product that helped us manage our Vendor relationships. He was asked to deliver several features but also took ownership of user research and suggested additional user delight features. He was responsible for every aspect of the design and prototyping for testing and presented his work to leaders in design and products.”
Customer interviews
Responsible for conducting 1:1 interviews with vendor managers to validate the experience hypothesis. Customer feedback directly affected the product roadmap, and some features in the PRFAQ were challenged by customer feedback which influenced future product decisions.
Customer Quotes from UX findings:
Nine feature areas received positive feedback from customer interviews.
• “Frequently amount of codes are created by a different team, and I had no idea.”
• “Proactive suggestions would be great.”
• “The chart would save me time than going to Excel.”
Customer Journeys – e2e Workflow Prototypes
The trend line represents suggested business decisions and missed opportunities. Amazon’s speed and development are unlike any other product or machine. I was consistently shipping new feature improvements.
Customer Relations
At scale, the knobs that control the underlying business algorithms that directly affect vendor-customer sales through multiple channels. Using AI/ML alerts vendors to increase operational efficiency and new customer opportunities to increase sales.
Vision OP1: Retail Media (CO-OP Incentives)
I presented a deck to leadership that directly contributed to OP1’s future innovation features. The deck described why we need to improve the experience. I also created a functioning prototype and UX/UI outline spec advocating for these product shifts. My solution was to improve FCF from additional funding captured by lowering the number of tickets to reduce vendor funding leakages.
Systems UI Kit (NEW): Amazon was on a mission to transform internal platforms to reduce costs and increase digital efficiency. I was on point to level up the platform and pressure-test Amazon’s system patterns and components library, which is designed to scale for enterprise platforms. Amazon’s principles and UI guidelines were so detailed and robust that they made it easy for me to figure out how best to solve the UX problem.
Discovery – Beta Site
UX Challenge: Based on the documentation, experience workflows, UI interactions, data, and customer interviews, I developed a hypothesis. The experience goal is to simplify the overly complex to decrease missed opportunities and increase future monetization opportunities.
The Beginning: The Plan (PRFAQ)
The Amazon Way (Working Backwards): My journey starts with a PRFAQ, a verbose document that explains the “what” and “why” the business needs to invest in new feature improvements. Working closely with the PM, I received a rough wireframe as part of the product requirements documentation.
