I remember the moment I decided to take the job. I was in New York meeting with Tom, Comcast’s SVP of Creative. He was explaining how they planned to take on the company’s reputation for… how should I say it… less than optimal customer service. It wasn’t his recognition of the problem that got my attention. It was how he planned to address it. Design. That was it.
Over the next hour we talked about the growing UX team and Tom’s plan to have designers reinvent virtually every touchpoint, every aspect of the customer experience. The brand new X1 product was slick, but the company realized that without better hardware, better software, better systems and better process all around, it wouldn’t even matter. People would ultimately cut the cord. It was an ambitious plan, but absolutely spot-on in terms of strategy. I was excited to become a part of it. As we shook hands and finalized my start date I said something like, “this could be one of the largest turnaround stories in corporate history.”
While most of the UX team (about 80 people) were seated in Philadelphia, I would build a team to handle Creative at the Silicon Valley Innovation Center. I was charged with supporting experimental development projects, designing and maintaining a third-party developer program, app design for XI TV and mobile apps, and with conceptualizing new X1 features.
My team and I had a great ride for a couple of years and produced an incredible amount of smart, innovative work. But soon our entire group would become victims of corporate shuffling. Some folks moved to Philly where the UX team would split into UX, CX and Research. Others, including myself, decided to move on. But the mark we all left on Xfinity, accentuated by an Emmy Award, was undeniable.