Scaling UX Across Acquisitions into a Unified Enterprise Platform
RingCentral expanded its contact center capabilities through the acquisitions of ConnectFirst and Dimelo, two mature products with distinct UX paradigms, design debt, and technical constraints. Both needed to scale within an enterprise ecosystem while ultimately converging into a single, cohesive experience.
CHALLENGE
The acquisitions introduced fragmented UX patterns, inconsistent interaction models, and increased design and engineering rework. Enterprise customers experienced disjointed workflows, and there was no shared UX foundation to support long-term scalability.
Without intervention, the products risked becoming increasingly difficult to evolve, maintain, and integrate.
I led the establishment of enterprise-grade UX foundations by building a design system from scratch, applying it consistently across both platforms, and introducing clear ownership and decision-making models to ensure long-term adoption. This created the clarity needed to align product, engineering, and leadership around a unified platform strategy.
OUTCOME
The two acquired products were successfully aligned under a shared UX foundation, significantly reducing inconsistency and rework across teams. A clear path was established toward a unified enterprise contact center experience, with UX positioned as an enabler of platform convergence rather than a blocker.
Building and Scaling a Design Organization for Multi-Product Enterprise UX
When I joined RingCentral, I was the sole designer supporting RingCX. Over time, the product portfolio expanded to include multiple complex offerings, including AI-driven and workforce management tools, each serving enterprise customers with demanding workflows.
CHALLENGE
Rapid product growth without a clear UX leadership structure risked making design reactive and execution-focused. Experiences across products were inconsistent, hiring lacked clear role definitions, and UX was at risk of becoming a bottleneck rather than a strategic multiplier.
I focused on scaling design org architecture and leadership to support long-term growth. I built globally distributed teams with clear ownership models and led UX hiring across multiple product areas. I also defined the strategic vision for a unified “single pane of glass” experience and partnered closely with executive leadership to align UX with long-term business goals.
OUTCOME
The organization developed a scalable design function capable of supporting multiple enterprise products, with clear UX ownership across teams and offerings. Alignment between UX, Product, and Engineering leadership improved, and UX was positioned as a strategic function supporting enterprise growth and AI-driven innovation.