The problem was
never the screens.

An Experience Design team inside the BNSF Fort Worth Innovation Center was executing screens for Quantum, an intermodal service spanning two companies. Development investment was approaching, and the design work was moving faster than anyone's understanding of the system underneath it.

Every team held a piece of the shipment lifecycle — customer experience, operations, systems, data, ownership — and no one held the whole. Some of what was being designed assumed capabilities that did not fully exist yet, or that belonged to teams not yet in the conversation.

America's largest lawn care company had never sold its core services online. The entire sales process lived in call centers and with field technicians, and no two people sold the same way. Complex services like Tree & Shrub care were considered impossible to sell digitally.

The real sales methodology existed inside frontline behavior, not documentation. Going undercover as a new hire in the national call center made it visible — how the best salespeople actually diagnosed a property and built an offer.

The CTO team was building applications for delivery drivers without UX research. Nobody had mapped the driver's real day, and nobody had looked at what happens when the plan breaks — so the design work had no evidence to defend itself with.

Two weeks working as a driver's assistant, filmed in VR 360 so executives could stand inside the cab. The most valuable finding was never on the schedule: a stressed driver in a Kroger whose missing shipment led back to a distribution center with no map.