Boeing (process)



All the work shown in this Software as a Service project is the result of myself working full-time with the help and guidance of a senior UX Designer, Jarrett Kunze, who worked 10-20 hours a week. Three months into this project we gained a full time senior UX Designer.

I've only included work I did myself or with the help and guidance of Senior UX Designer Jarrett Kunze.


The Innovation Team - for a 'New' Boeing

Jarrett and I were both Valorem employees providing UX Design Services to Boeing, and the larger team, who effectively were our client. This Innovation Team was thought up as a 'dream team' with a startup mentality, to establish a visionary direction for 'New' Boeing's digital transformation. This meant that many of the rules and constraints of other teams did not apply to the Innovation Team. 

This team was also unique in that it had a direct line of communication to upper level leadership within Boeing; such as to Vice President of T&PS, Keith Cooper. This is uncommon because Boeing has a traditional hierarchical approach to management and leadership. Therefore, the UX Designs Jarrett and I created had a surprising amount of upper leadership exposure.



As a petite team of UX Designers (two people) nested within a newly forming team, we encountered many of the common challenges of immature UX at enterprise companies. At the time I joined the project, the larger Boeing team was fine-tuning their process and they weren't yet fully organized to provide business requirements for the first two months. So I worked with what we had been provided in the form of rough inherited mockups and took direction verbally from meetings and emails with business. 

UXD had permission to color outside the lines of the common Boeing style guide - dark blue and white- but this also meant we were designing for scenarios without established usecases or design language. Therefore, much of the early UX was about creating this design language or reskinning what already existed while working within tight deadlines. For the first two months of 2018, everything we designed that day was handed off to a full team of offshore developers.



Although the starting point of this SAAS is a mobile app, in the longterm this will be a complex IoT digital ecosystem that establishes a new direction for Boeing Training and Professional Services. Many decisions had to be made to keep that concept in mind. 

This project pushed me to develop technical skills in UX due to its complex and advanced nature.  I became more capable of communicating with offshore developers and more skilled in asset delivery for IOS, Android and Web for both tablet and mobile. 

I spent a fair amount of time on this project advocating for the UX process and educating our Boeing client team around shifting their UX process while also trying to work within the existing process.  It pushed me to strengthen my communication skills.


Splash Screens


App Icons

Originally three mobile apps - midway through the decision was made for it to become one with different permissions. These app icons and splash screens were created by me before the 2 -to- 1 decision.


Inherited design



hertitage website 2.png

inherited design - mobile

This design gave us our implied design constraints for the redesign.


OUr design


Website - Airline representative Persona


Website - Campus security Persona


Mobile - Student persona (IoS) 


Mobile - Student persona (ANDROID) 


Tablet - Student persona (Android) 


TABLET - Connected Learner (ANDROID)


TABLET - Connected Learner - Social forum (ANDROID)


MOBILE - Connected Learner - Social forum



Airline rep - Documentation for dev

Campus Security Persona - Documentation for dev

Android - Mobile flow. Documentation for dev


Process work & Design Sketches