Agile in Name Only

Situation

When I joined the Good Hands Rescue Network team, morale was low. The PM was burned out, developers were disengaged, and the design team felt ignored. The team had lost faith in Agile and fallen into a “just ship it” mindset.

Task

I needed to reignite belief in Agile practices, rebuild team trust, and realign our focus on user-centered outcomes.

Action

• I partnered with my design peer to support the PM in pushing back on unrealistic expectations and advocating for focus.

• Reframed team discussions around succeeding at one product (Rescue Network) rather than failing at three simultaneous efforts.

• When Agile thought leader Jeff Patton visited Allstate and echoed our messaging, our PM felt empowered to lead change.

• Pulled developers and the PM into discovery, including user interviews and ride-alongs with roadside drivers.

• We now had the support of both the stakeholders and the research to overhaul the application to:

• Improve accessibility and map visibility

• Reduce risky features (like fingerprint login while driving)

• Streamline task flow for faster, safer job acceptance
  

Result

The team regained ownership of the product. Developers began proactively raising UX concerns. The PM re-engaged, prioritizing work with clarity. This wasn’t just a UI win — it was a cultural reset. We didn’t just redesign a product. We redesigned the team.