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CISCO Enterprise case study · Security consulting

Two consulting practices. One tool they could both trust.

After an acquisition, customers judge the new company by the experience it delivers. I led the redesign of the tool that security and compliance consultants use to scope, deliver, and report their engagements, so both teams could work as one.
40+
legacy workflow statuses untangled
2
management teams, UK and US, on one roadmap
4
guided steps to merge raw findings
ROLE
Product strategy · UX · Front-end development
SCOPE
Acquisition integration · Consulting delivery
Redesigned consulting delivery tool on desktop and laptop
DESIGN TO CODE Researched, designed, and shipped
MANDATE
Transition an acquired firm's delivery application to serve the newly combined business.
BASELINE
A dense legacy tool whose status model only long-tenured staff could navigate.
MY RESPONSIBILITY
MVP definition, research, UI design, usability testing, and the front-end build.
PRINCIPAL CONSTRAINT
Consultants were on live client engagements. The work could not stop while the tool changed.
RESULT
One role-based workflow from scoping to signed-off report, shared by both teams.
The context

The problem was the workflow, not the screens.

Every engagement moved through a status model that had grown one exception at a time. Account managers, scopers, and consultants each saw a different slice of it, and nobody saw the whole. A new US team was about to inherit it.
THE OPERATING CONSTRAINTS
Two organizationsUK and US management teams with different habits and priorities
Legacy dataYears of engagements that had to survive the move intact
ConfidentialityClient vulnerability findings that could not leave controlled systems
Live deliveryConsultants billing on active projects throughout the transition
Legacy application with its engagement status transitions mapped on top
The legacy tool, with every status an engagement could pass through mapped over it.
Research and synthesis

Consultants weren't slow. They were working around the tool.

I ran whiteboard interviews with consultants and strategy sessions with both management teams. Mapping their real behavior exposed the side spreadsheets, re-keyed findings, and status updates made after the fact.
Whiteboard mapping from user interviews
User interview sessions
Consultants walked through a live engagement while we mapped each decision and handoff.
Whiteboard from the internal strategy session
Internal strategy session
Roles, permissions, and the new information architecture, agreed with both leadership teams.

Findings became user stories with acceptance criteria

I turned each research finding into a Jira story written from the consultant's point of view, with scenarios the UK and US testers could verify. That gave both teams a shared definition of done.
User story: view raw data from a specific host
User story: initiate the Findings Merge process
UX exploration

From 40 statuses to three clear roles

Instead of one status list for everyone, I rebuilt the journey around who acts next: the account manager, the scoper, and the consultant. Each sees their own step, and the handoff to the next role happens automatically.
Existing flow
BEFORE · ONE STATUS LIST FOR EVERYONE
Proposed user journey by role
AFTER · A LANE PER ROLE, WITH CLEAR HANDOFFS
Annotated wireframe from the ideation phase
01 · IDEATION
Annotated wireframes laid over the working code, so every idea was judged against what the build could support.
Findings report wireframe from the validation phase
02 · VALIDATION
Consultant-view prototypes tested with the people who would bill against them, before any visual design.
Signature workflow

Findings Merge: raw scan data to a report-ready finding

Consultants used to copy scanner output into findings by hand. Findings Merge turns that into four guided steps, with nothing retyped.
Findings Merge, step 1: Selection Findings Merge, step 2: Merge Findings Merge, step 3: Components Findings Merge, step 4: Confirm
STEPS ADVANCE ON THEIR OWN. SELECT ONE TO HOLD IT.
The result

Every role sees the engagement the same way

Project health, delivery, reporting, and customer requirements now live in one place, in language both teams share. I built these views in AngularJS alongside the development team.
01 · DELIVERY STATUS

Project health at a glance

Health and delivery status for every engagement, with revenue broken out by phase.
Project management and delivery status dashboard
02 · STATUS REPORTS

Reports with a visible sign-off path

Generate or upload, then follow each report from In Progress to Signed Off.
Status report generation with review states
03 · REQUIREMENTS

Customer requirements, structured

Requirement documents became editable tables instead of static files.
Customer requirements document editor
The consequential decisions

Three calls I owned

01
Design around roles, not statuses
I kept the data model and changed what each person sees, so the legacy engagements migrated without rework.
02
Define the MVP by the most expensive manual task
Findings Merge shipped first because re-keying findings cost consultants the most billable time.
03
Build the front end myself
Writing the AngularJS views closed the gap between prototype and production and cut handoff churn.
Think, design, deliver, repeat

One delivery loop for two management teams

UK and US leads agreed requirements together, each story had one owner, and testers from both sides signed off against the same acceptance criteria.
Delivery process. Research and requirements, owned by the UK and US management teams, feeds UI/UX design and development, owned by the management representative. Development feeds user acceptance testing, owned by testers. Bugs tracked in Jira loop back to bug triage and development until accepted.
MY ROLE
✓MVP definition
✓Product strategy
✓User research
✓Synthesis and data analysis
✓UI design and prototyping
✓Usability testing
✓Front-end development
TOOLS
Sketch Jira Confluence AngularJS Slack
Scoping and delivery screens
The full set of scoping, account, and level-of-effort screens designed for the MVP.
Overview of the scoping and delivery screens
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