Engagement Lead, UX Lead, Senior SME & Process Designer
The Partnership
While I was at Randstad Digital as a Principal & Engagement Lead, we partnered with McDonald’s—the world’s largest QSR brand—to accelerate their transformation into a product-centric organization. My work spanned organizational strategy, agile coaching, training, design thinking, and process design to drive innovation, collaboration, and operational excellence within their Global Tech Enterprise Products & Platforms (EPP) team.
In 2025, I served as Engagement Lead for a major agile transformation initiative, overseeing Agile and Product Coaching (via two vendors) and delivering six cohorts of Scrum.org PSPO I training to 106 participants across the U.S., U.K., and virtually—enabling 38 new certifications and fostering product thinking across EPP.
From 2024 to 2025, I also led UX strategy during a reorganization of the EPP team. I facilitated cross-functional strategy workshops with leadership, designed 10+ future-state process maps, and developed tools to improve transparency, accountability, and team alignment—including an OKR and Goals Dashboard and team identity one-pagers across all six EPP domains.
Through centralized OKR systems, custom dashboards, coaching, and structured process improvements, our work enabled McDonald’s EPP teams to align on strategy, measure business partner engagement, and adopt scalable, agile ways of working .
Goals
Support EPP through a re-organization, providing guidance and standardized ways of working.
Combine Customer Experience and Change Management best practices to enable the change.
Move EPP from “transactional” to “embedded” with their Business Partners by 2027.
Improve satisfaction between EPP and their Business Partners by 10%.
Challenges
Evolving leadership throughout the 2 year engagement.
The re-org created a need for streamlined processes and team alignment.
Lack of agile experience hindered the transition to product-centric ways of working.
Inconsistent ways of working hindered transparency, collaboration, and operational excellence.
Lack of standardized tools for tracking OKRs, goals, and progress reporting.
Unclear governance for maintaining dashboards and processes.
No mechanism to measure EPP team’s value provided or engagement level of business partners, making it difficult to prioritize efforts.
Key Metrics
Conducted 6 PSPO I training cohorts for 106 participants, achieving an impressive 8.7 average rating.
Enabled 38 participants to achieve PSPO I certifications, validating their product management knowledge.
Successfully managed 2 vendors (from contract through to completion) through product training and coaching.
Supported strategic planning for all six EPP teams for 2025, with a comprehensive team plan template and workshop facilitation.
Improved alignment and efficiency through standardized processes for ~100 people within EPP, enabling better collaboration across EPP for Finance, Supply Chain, People, Corporate, Tech Deployment and Operations Excellence teams.
Increased transparency and accountability via OKR and Goals dashboards that is used by 100% of EPP team, allowing for real-time goal tracking and reporting.
Product Training
Scrum.org Professional Scrum Product Owner course & Agile + Product Coaching
What We Achieved
Delivered Extensive Professional Scrum Product Owner I (PSPO I) Training: Conducted 6 PSPO I cohorts (4 US, 1 UK, 1 virtual) for 106 participants (96 EPP, 10 BPs), achieving an impressive 8.7 average rating.
Supported PSPO I Certifications: Enabled 38 participants to achieve PSPO I certifications (35 EPP & 3 BPs), validating their product management knowledge.
Facilitated Product-Centric Transition: Guided EPP's move from project-based to product-centric ways of working, fostering a sustainable and scalable approach for EPP
Provided Comprehensive Coaching Support: Three coaches led 85 sessions covering vital topics like Agile refresh, product-centric transition, Evidence Based Management (EBM), Jira, vision, strategy, product mapping, and exam prep, through diverse coaching formats.
Developed New Team Resources: Created valuable tools including a Product-Centric Guide and Useful Tools & Templates to support ongoing adoption.
Key Improvements
Stronger Agile Capability: Teams now demonstrate increased awareness of Scrum roles, events, and principles
Higher Engagement & Relevance: Real McDonald’s challenges drove more interactive, relevant, and meaningful sessions
Greater Organizational Transparency: Coaching surfaced barriers like resource constraints and insufficient Product Owner availability
Professional Development Gains: new certifications building internal expertise
Shift Toward Product Thinking: Teams are beginning to adopt a product-centric mindset, increasing their understanding of what "good" looks like, and practicing new ways of working
Key Metrics
100% of EPP Team Members have a plan to move to product centric ways of working by the end of 2025
Conducted 6 PSPO I training cohorts for 106 participants, achieving an impressive 8.7 average rating.
Enabled 38 participants to achieve PSPO I certifications, validating their product management knowledge.
Successfully managed 2 vendors (from contract through to completion) through product training and coaching.
Training Process Map
Product Playbook to Mature Ways of Working
Training & Coaching Overview
CX & Change Management
CX + OCM partner to support leading QSR’s Enterprise Products & Platforms (EPP) teams
The Challenge
Recent re-organization created a need for streamlined processes and alignment across the team.
Inconsistent ways of working hindered transparency, collaboration, and operational excellence.
Lack of standardized tools for tracking OKRs, goals, and progress reporting.
Unclear governance for maintaining dashboards and processes.
No mechanism to measure EPP value delivered or engagement level of business partners, making it difficult to improve or prioritize efforts.
Solution & Impact
Developed 6+ future state process maps to optimize key workflows
Created a process roadmap to provide guidance, best practices, and transparency on ways of working, with a structured approach for piloting, feedback collection, and iteration.
Designed and implemented dashboards for OKRs and Goals, ensuring clarity and real-time progress tracking.
Established governance structures to define roles and responsibilities for maintaining dashboards and processes.
Designed, developed, and facilitated key workshops for all six EPP domains to guide teams in articulating an overview of their team, offering clear insights into the roles, contributions, and strategic value of the renewed EPP teams.
Designed, developed, and facilitated workshops for the Operations Excellence team to align on 2025 team plans.
Developed survey questions and a scoring methodology to assess business partner engagement levels (Transactional, Engaged, Embedded).
Results
On track for 100% of people in EPP to have a plan to move to product-centric ways of working by end of 2026, as well as have agile training.
Supported strategic planning for all six EPP teams for 2025, with a comprehensive team plan template and workshop facilitation.
Improved alignment and efficiency through standardized processes for ~100 people within EPP, enabling better collaboration across EPP for Finance, Supply Chain, People, Corporate, Tech Deployment and Operations Excellence teams.
Increased transparency and accountability via OKR and Goals dashboards that is used by 100% of EPP team, allowing for real-time goal tracking and reporting.
Enhanced operational excellence through clear governance and consistent maintenance of processes and tools.
Enabled data-driven decision-making with actionable insights from business partner engagement surveys.
Supported strategic planning for 2025 with a comprehensive team plan template and workshop facilitation.
Fostered a culture of continuous improvement and innovation in ways of working.
Workshops
Process Maps
Implementing an OKR Tracking and Reporting System for a Leading QSR Brand
Lead UX/Senior SME
The Challenge
This leading QSR aims to continuously improve its global technology platforms, products, and services by leveraging scale, and unlocking greater speed and efficiency for customers, restaurant teams, and employees.
New organization transformation program focused on standardizing platforms and ways of working globally by investing in consolidated technology platforms.
The QSR client faced challenges in managing Objectives and Key Results (OKRs) across various teams, departments, and regions. Previously, they lacked a centralized platform or consistent process for tracking, monitoring, and reporting on OKRs, leading to several operational and strategic obstacles, including lack of visibility and alignment, inefficient tracking and lack of accountability.
Solution & Impact
To address these challenges, our team implemented a centralized OKR tracking and reporting process paired with a customized dashboard.
This solution was designed to align the organization’s strategic goals with team objectives while providing room for individual development goals, ensuring a holistic view of progress at every level.
The dashboard was customized to provide different access levels, ensuring that stakeholders at all levels could view relevant information based on their roles.
Results
The introduction of the centralized OKR tracking and reporting system transformed the QSR client’s ability to monitor and achieve its strategic objectives.
Improved visibility and alignment
Efficient OKR tracking and reporting
Increased accountability and engagement
Enhanced individual development
Data-driven decision making
