05Global
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Creating shared direction for an omnichannel listening experience.
Customer insight and cross-functional workshops became a practical set of principles for decisions across multiple listening surfaces.
- My role
- Lead Product Designer
- Industry
- Media & entertainment
- Focus
- Experience strategy, Omnichannel direction
- Scope
- Multiple listening surfaces
The short version
The case in three moves.
- Challenge
- Teams needed a clearer shared reference for making connected experience decisions across different listening contexts.
- Leadership
- I synthesised existing insight and facilitated cross-functional workshops to define practical experience principles.
- Outcome
- Product, Design and Engineering gained a common reference point for prioritisation and experience quality.
01 / Challenge
A direction is useful only when teams can apply it.
Teams were improving individual parts of the product without a unifying view of the listening experience they were collectively building. A broad ambition existed, but it was not yet tangible enough to guide prioritisation and day-to-day delivery.
The vision therefore needed practical objectives. It had to remain customer-led, keep live radio central while supporting other formats, connect listening contexts more coherently and treat accessibility as part of the product direction.
02 / Evidence
Connect what customers say, do and need.
I brought together a substantial body of app-store feedback with findings from interviews, surveys and usability studies. This created a clearer view of recurring behaviours, frustrations and needs across different listening situations.
Long-term business priorities were considered alongside the evidence, allowing the work to balance customer value with the strategic direction of the product.
03 / Alignment
Make the direction discussable.
Workshops brought Design, Product, Engineering and stakeholders together to share evidence and explore opportunities. The outputs included a structured home for insight, an opportunity model, experience principles and omnichannel wireframes.
A high-level concept made the future easier to challenge because people could respond to something concrete. Regular presentations and feedback loops kept the work visible and allowed the direction to evolve.
04 / Direction
Create a living framework, not a finished picture.
The work established clearer intent for discovery, navigation, personalisation and continuity between listening contexts. It also gave teams a shared way to assess new platform opportunities without designing each surface in isolation.
Implementation was still evolving, so benefits were framed as intended outcomes rather than completed claims. The framework was designed to support faster decisions, clearer content discovery and a product foundation that could adapt as new evidence emerged.