Featured Projects

VIEW ALL
All Design Design Ops Phase II Management Architecture Research Strategy UX InfoVis
Showing Leo facilitating a PrD workshop
Workshop facilitation is key to teams' successes. Leo receives high praise for his experience in setting up and facilitating workshops.
UXPlaybook Game Board illustrating the full double-diamond in context
Product Management and User Experience should work together hand-in-hand, but often there are barriers to collaboration. This UX Playbook offers one approach.
Photo of man reaching into a rack of electronic equipment, holding a clipboard
As Biamp continues to grow its business, it recognizes the need to improve on its already excellent reputation. A key step on its journey was to understand its users' behaviors, needs and goals. Biamp hired Phase II to dive deep into its user-base to complement its other market research efforts.
Image of front cover of book, Presumptive Design: Design Provocations for Innovation
In 2016, Morgan Kauffman published "Presumptive Design: Design Provocations for Innovation," a book I co-authored and co-designed about a leading-edge design research method I've used throughout my career.
Image from V2.0 software spec showing chassis/card view with markup
Videotele.com had a problem: they had the highest performing devices on the market, but their users couldn't figure out how to use them. I designed and helped VT.c deliver a configuration, management and monitoring solution to telecom technicians unskilled in the art of digital video.
Image of system analysis diagram illustrating how errors increase as data moves from one actor to another
How Phase II got its start. We thought we were going to train furniture dealerships in the use of CAD systems, only to learn they had much bigger challenges to overcome.
Photo of Granville Rail Disaster, Australia, January 1977
When I founded Cliffside Software with my three partners, we focused on creating usable software for disaster response. This was my first venture into user-centered research, design and strategy, and I was surprised by the results. Cliffside’s application was the only exercise planning software users had ever been able to use out of the box without training.
Image of four volume set of books, with the spines creating a complete image, reflecting the front covers
As Principal Architect, User Experience at Tektronix's Logic Analyzer product line, my first assignment was to craft a UX Architecture. But in 2004, there wasn't any standard for such a thing. Over the course of creating the architecture, I helped the product line incorporate UX into its product definition and development processes.
Screen capture of the Tektronix Serial Protocol Analyzer information visualizations. Six separate visualizations are displayed at once, from the highest level
When Tektronix decided to enter the serial protocol analyzer market, they had the biggest, fastest machine on the planet. There was just one problem: the information displays and usability were so awful validation engineers couldn't use the device. In this piece, I outline how we overcame our gaps to create a sophisticated and highly usable interface.
Artist's rendering of new test and measurement instrument
The Logic Analyzer hardware engineers had reached a hurdle in a critical project: they needed a test application that didn't exist anywhere in the world. Seeing a potential market opportunity, the product team jumped at the chance to create it. I helped lead a cross-functional, rapid product strategy process that defined a new product family with potential massive market disruption.
Image of a five-pointed star, with thumbnail images at each point: A highway, a graph, jet planes flying in formation, small screens, and a happy young man in a frame
In 2012, the Sales and Marketing group was already two years into their bold new plan to create a world-wide collaborative sales process. I was hired to make the experience world-class, a difficult challenge given the state of the UX process, a delinquent UX consultant, and no UX architectural work or user-research to speak of.
Chart depicting level of investment in UX from 2012 to projected 2015. Curve increases through 2014 and then splits. One option is to divest, another to invest more.
When my UX team had completed its multi-year project, the larger IT organization expected them to be disbanded. Breaking up a high functioning team into individual "teams of one" would have diluted UX's effectiveness . Making my case to keep the team together was a multi-pronged challenge in navigating the corporate landscape of headcount assignment, business partner funding and organizational politics.