The problem was
never the screens.

An Experience Design team inside the BNSF Fort Worth Innovation Center was executing screens for Quantum, an intermodal service spanning two companies. Development investment was approaching, and the design work was moving faster than anyone's understanding of the system underneath it.

Every team saw the Quantum initiative through a different lens — customer experience, operations, systems, data and ownership. Each perspective was valid, but no one had a complete enterprise view. Some of what was being designed assumed capabilities that did not fully exist yet, or that belonged to teams not yet in the conversation.

Major development proceeding against assumptions about systems, ownership and cross-company capabilities that had not yet been validated.

America's largest lawn care company had never sold its core services online. The entire sales process lived in call centers and with field technicians, and no two people sold the same way. Complex services like Tree & Shrub care were considered impossible to sell digitally.

The real sales methodology existed inside frontline behavior, not documentation. Going undercover as a new hire in the national call center made it visible — how the best salespeople actually diagnosed a property and built an offer.

Digitizing an assumed sales process instead of the frontline behavior that actually made the service sellable.

The CTO team was building applications for delivery drivers without UX research. Nobody had mapped the driver's real day, and nobody had looked at what happens when the plan breaks — so the design work had no evidence to defend itself with.

Two weeks working as a driver's assistant, filmed in VR 360 so executives could stand inside the cab. The most valuable finding was never on the schedule: a stressed driver in a Kroger whose missing shipment led back to a distribution center with no map.

Building driver applications against a schedule nobody had verified, with the costly failures happening in moments no interview had surfaced.

A pilot product team had been set up to explore how the organization might create digital products differently, while the existing member experience was still being prioritized largely from internal assumptions. Two questions were live at once, and neither had much evidence behind it.

Research with existing members, support signals and survey material showed where the digital experience and member needs were diverging. Separately, 30+ generational interviews reached people with no institutional relationship at all — already forming money habits, already taking advice, just not from anyone accountable for the outcome.

Prioritizing product work and future concepts primarily from internal assumptions, without enough connection to member evidence or a tangible proposition leadership could evaluate.