RingCentral is a global leader in cloud communications with more than 7 million users worldwide, generating over $2.4B in annual revenue, and serving enterprise customers across complex, AI-driven workflows.
Scaling UX Across Acquired Enterprise Platforms
RingCentral expanded its contact center capabilities through the acquisitions of ConnectFirst and Dimelo, two mature platforms with distinct UX paradigms, accumulated design debt, and technical constraints. Both needed to integrate into a broader enterprise ecosystem while ultimately converging into a single cohesive experience.
CHALLENGE
The acquisitions introduced fragmented UX patterns, inconsistent interaction models, and increasing design and engineering rework. Enterprise customers experienced disjointed workflows across products, and there was no shared experience foundation to support long-term scale. Without structural intervention, the platforms risked becoming increasingly difficult to evolve, maintain, and integrate.
As the UX leader overseeing this convergence, I established enterprise-grade experience foundations before integration began. I built a design system from scratch and applied it consistently across both platforms, introduced clear ownership and decision-making models, and aligned cross-functional leadership around a unified UX strategy.
OUTCOME
Two acquired enterprise platforms were aligned under a shared UX foundation, reducing fragmentation and cross-team rework. The work established a clear path toward a unified contact center experience within RingCentral’s broader product ecosystem and positioned UX as a strategic driver of platform integration rather than a reactive support function.
UX consistency and alignment reduced unnecessary rework and enabled RingCentral to scale its contact center platform with fewer cross-team dependencies.
Scaling a Design Org. for Multi-Product Enterprise UX
When I joined RingCentral, I was the sole designer supporting RingCX. Over the following years, the portfolio expanded to include multiple enterprise offerings. During this period, I grew the design organization from 1 designer to a globally distributed team of 18 designers, supporting 3 major product lines.
CHALLENGE
Rapid product expansion without a defined UX leadership structure risked creating fragmented experiences, reactive design execution, and unclear ownership across teams. Hiring accelerated, but role clarity and operating models had not yet matured. Without structural change, UX risked becoming a bottleneck rather than a strategic multiplier across the enterprise portfolio.
I scaled the design organization intentionally, establishing clear ownership models across product areas and defining how UX partnered with Product and Engineering. I led hiring across multiple teams and timezones, introduced structured design review and alignment mechanisms, and defined the UX strategy for a unified experience.
OUTCOME
The design function evolved from a single-product support role into a scalable, multi-team organization. Clear UX ownership reduced cross-team ambiguity, improved executive alignment, and positioned UX as a strategic function influencing platform evolution and AI-driven innovation at scale.
The scalable design organization directly supported product velocity across three enterprise lines and strengthened UX’s influence in executive planning.