Zeynep Ozkan

Led the cross-functional team of over 15 people: Newstore product and solution teams, customer IT and retail teams, and external solution partners. The program's complexity was not only because of the high number of teams involved; it was the mismatch of customer expectations vs the reality of product offering. From the start, I positioned myself as a trusted advisor, building a strong relationship with the customer. I actively guided customers in best implementation practices to achieve success and followed a problem-solver attitude. When we identified key product gaps during the discovery sessions, I prepared a detailed gap analysis report and immediately organized an internal workshop with key stakeholders to assess what was feasible within company priorities. Since not all gaps could be addressed, I led an internal discussion on how we could provide alternative solutions. We devised a plan, focusing on delivering some key priorities while recommending a 3rd-party provider to fill one critical gap that we couldn't build as an OOTB feature at this stage. I communicated transparently with the customer our commitment to help. The customer became more receptive to the proposed approach once they understood our goodwill.

Helped the Mulberry IT team resolve late delivery issues by assessing the as-is ways of working between Tulip and Mulberry teams. Identified the pain points and consulted Tulip's retail scrum team about improving their agile processes, which ensured Mulberry better results. Started running the requirements and prioritization workshops with Mulberry business stakeholders and managing the product backlog and roadmap. This ensured that the Mulberry team would have a clear vision to communicate with the Tulip team. I also joined daily catch-up calls with the remote Tulip scrum team on behalf of Mulberry to track their progress. After implementing all these suggestions I brought to both teams, the Tulip team delivered five US and four outlet store rollouts successfully on time. We integrated Retail J, Salesforce, Prima, Givex, Vertex, Adyen, Hybris, Twilio, and Office 365 systems into the Tulip iOS platform. Feedback from stores was very positive. This iOS application ensured that the store associates could provide better customer service to Mulberry clients as they use the application from start to finish of the in-store customer journey.

Managed a team of seven in-house designers and two remote Scrum teams. Initially we audited the UX and UI designs at a component level for all three main digital platforms of JLR and identified the design elements that are not compliant with WCAG 2.0 Level A. We created a backlog from these outputs. At the end of each design sprint, we had new UI and UX elements and guidelines for development teams to work on. After all design sprints were finalized, the design team delivered an online accessibility design guideline to keep the consistency gained by the end of this project. We helped the design team actively select the right online design system by liaising with software vendors and presenting pros and cons back to the design team for a final decision. The project was delivered successfully on time even though we had an extremely tight deadline due to legal compliance requirements.

Led the UX and UI phase of this big transformation project team of more than 30 people in different countries (UK, Turkey, Chile, Romania). The key part of this project was the design phase, as we had to make critical decisions for the platform and set the foundation accordingly. We mapped out the as-is business process in the mining field and reflected it into information architecture with the outputs of stakeholder interviews and co-creation workshops. We transferred this information and designed the Copper Mine Production System (CPMS) Dashboard for all platforms; iOS, Android, Windows mobile/tablet, and web. CPMS digital ecosystem redefined the clustered processes into a single seamless flow that aligns people, processes, and platforms and maximizes efficiency. This digital transformation helped the client to merge different teams because of the process improvements they could achieve with the app.