Krista Taylor
Back to home
ENTERPRISE TRANSFORMATION · TIAA · 2025—26
COMPANY
TIAA
YEAR
2025—26
ROLE
Principal Product Designer / Design Lead
FOCUS
Enterprise transformation · 1→N systems
The work was bigger than redesigning an interface. It required translating operational complexity, product strategy, reusable capabilities, design patterns, and delivery constraints into a coherent system that multiple teams could build against over time.
The design role was to create enough structure to align teams without flattening the complexity that mattered.
The challenge lived across workflows, capabilities, stakeholders, and releases. The design role was to create enough structure to align teams without flattening the complexity that mattered.
83
CAPABILITIES DELIVERED / ON TRACK
68%
MANUAL WORK SHIFTED DIGITAL
Multi-release
TRANSFORMATION ROADMAP
01
Design capabilities, not isolated screens
Shift the conversation from individual workflow screens toward reusable product capabilities that could scale across releases.
02
Make operational logic part of the experience
Treat rules, exceptions, and handoffs as product-design material rather than downstream implementation detail.
03
Connect design intent to delivery
Create a clearer design-to-build path so strategic intent remains visible as work moves across teams.
The system moved from disconnected operational steps toward reusable capabilities, shared interaction patterns, and clearer product logic. The portfolio story should make that transformation visible—not just show the final screens.
Manual workflows
Fragmented tools
Operational handoffs
Connected product system
Reusable capabilities
Shared patterns
Scalable delivery
The value of the transformation is the organization’s increased ability to digitize work, reuse product logic, and deliver coordinated capabilities across a large roadmap.
83
CAPABILITIES
68%
MANUAL → DIGITAL
13
HANDOFFS / 6 MO