Deciding what
to build next.

I helped plan the work,
not just design it.

On the Employer Mobile App, my work started before the interface. I brought research and employer feedback into planning, ran planning sessions, compared opportunities, and helped shape the roadmap with product and engineering.

I put together digests of feedback emails so the team could look across what employers were telling us, rather than treating each request as a separate task.

Research & feedback

Bring together what we were learning about employers and their experience of the app.

Planning sessions

Run the discussion and give the team a shared way to compare opportunities.

Prioritisation & roadmap

Help decide what deserved attention next, alongside the PMs and engineering lead.

Different perspectives.
A plan we could discuss together.

I worked with Ivan, our Engineering Lead, and Olaski and Pearleen, our Product Managers. Kayla was the PM managing Olaski and Pearleen.

My part was to keep employer needs and the experience of using the app in the conversation. We planned the work together across UX, product and engineering.

Didier

UX · Research, feedback digests, planning sessions and prioritisation

Ivan

Engineering Lead

Olaski & Pearleen

Product Managers

Kayla

PM · Managed Olaski and Pearleen

A request is a starting point.
What is the person trying to do?

Research and feedback emails gave us different views of the app. A request might describe a missing feature; another might point to something that was confusing or difficult to use.

My job was to bring those signals together for planning. A digest made it easier to discuss recurring needs, separate them from individual suggestions, and see where we still needed to learn more.

The research synthesis also raised an important gap: feedback from people already familiar with Indeed might not tell us enough about new users.

Compare the opportunities
before choosing the features.

The FY25 planning work used opportunity mapping to connect employer needs with product outcomes. It gave us a way to compare problems before getting attached to a particular solution.

I ran planning sessions and helped compare and prioritise those opportunities with the PMs and engineering lead. That was a different conversation from reviewing a finished screen: we were deciding where to spend our attention.

Inside the workshop

Open up the discussion.
Then narrow the choices.

These views come from the Product brainstorm page of the FY25 board. One group explored ideas without the usual constraints, then brought a shortlist into the “Reality check” exercise. They show work in progress, not agreed roadmap commitments.

Useful, possible,
and worth doing now?

I helped compare opportunities with the PMs and engineering lead. The planning board gave us a way to look at employer needs, product value, usability and feasibility alongside each other, rather than discuss an idea only as a feature request.

Dependencies, capacity, and work already happening elsewhere also needed attention before a concept became a commitment.

A direction to work towards.
Room to learn along the way.

I contributed to roadmap planning by bringing research, feedback, and the opportunity discussions into decisions about what to work on next.

We considered nearer-term opportunities alongside a broader app vision. Exploring a direction was different from committing to build it; the workshop ideas shown here are not a list of released features.

Design was part of deciding
what we should work on.

This is a part of my work that a gallery of screens doesn’t show: reading feedback, bringing research into the discussion, running a session, and helping a team make choices.

I worked with product and engineering on those choices, then carried that context into the experience we were designing.