J.P. Morgan Payments · GTM Digital Transformation · historical workflow work
GTM Digital Transformation
Client Solutions Dashboard research became the starting point for redesigning a Product-to-market journey that could take 23–34 weeks and crossed fragmented Product information, tools, pricing, approvals, demonstrations, handoffs, and more than a dozen internal functions.
2023–2024 Product-to-market modernization · overlapping enterprise work
90-second case
- Problem
- Field teams navigated disconnected Product constructs, Sales content, pricing, approval forms, RFP support, demos, SMEs, implementation resources, and governance across a 23–34 week journey.
- Mandate
- Lead the cross-functional GTM Digital Transformation working team—including UX resources assigned to the initiative—to redesign the field journey and target-state Product-to-market experience.
- Decision
- Redesign the discovery-to-onboarding system around guided solutioning, shared Product truth, and visible decision state—not a standalone dashboard or another PDF.
- What happened
- Research planned across roughly 13 RMs and BDs, a cross-functional Sales Journey, a target-state Dashboard, and a more maintainable Sales Playbook established a coherent modernization direction.
- Why it matters now
- The work established the importance of shared state and observable decisions before introducing intelligent or adaptive operation.
My role
How I contributed.
I led the cross-functional GTM Digital Transformation working team and owned the Client Solutions Dashboard target-state scope, journey, and experience direction. UX resources were embedded in the initiative and operated dotted-line to me for the project; they were not permanent direct reports.
The working team moved from current-state research through guided solutioning, prototype refinement, and architecture implications across UX, GTM, Sales, Product, Technology, and field contributors. The UX researcher retained authorship of the research readout; I do not claim sole authorship of every interview or finding.
I connected that work to the wider Sales Journey and Sales Playbook so the intervention addressed discovery, recommendation, value articulation, pricing, approvals, demos, implementation guidance, onboarding, and maintainable digital delivery—not a standalone interface.
Current reconstruction
The core mechanism.
A present-day visual of the system described in the case.
Judgment under constraint
Decisions that shaped the work.
Decision
Treat the Dashboard and Sales Playbook as one Product-to-market system—not separate UX and enablement projects.
- Why it was hard
- Local friction appeared in tools, Product information, demos, pricing, approvals, legal process, stakeholder coordination, and handoffs. A faster local artifact could leave the end-to-end outcome unchanged.
- My judgment
- Use the journey to expose shared state and decision dependencies, then pair guided discovery and recommendations with maintainable Product, value, pricing, demo, implementation, and training resources.
- Consequence
- The work produced a coherent target state for discovering, recommending, positioning, and operationalizing Payments solutions across the field journey.
Historical work
The commercial experience was a workflow, not a funnel snapshot.
The mapped Sales Journey spanned 23–34 weeks from pre-proposal work through onboarding and named more than a dozen participating functions and governance groups. Friction appeared in CRM separation, Product constructs, Sell Box access, content discovery, pricing, approvals, RFP support, demos, SMEs, contracts, implementation resources, and forms.
Dashboard research planned interviews with approximately 13 RMs and BDs across multiple Sales and Banking groups. The evidence made clear that field friction was not one interface problem; it was a Product-to-market operating problem.
- 01Prospect
Target · context · initial value hypothesis
- 02Discover
Need · stakeholders · workflow · evidence
- 03Solution
Capability · demonstration · fit · dependencies
- 04Commit
Pitch · pricing · approvals · legal · decision
- 05Onboard
Handoff · implementation context · next owner
Target-state system
The response connected guided discovery to Product truth and downstream operation.
The Dashboard direction used a guided conversation to recommend Products and solution bundles, surface authoritative Product information, generate recommendation reports, and connect to pricing, onboarding, Merchant Self-Service, and additional field resources.
The Sales Playbook complemented that interface with personas, business-value mapping, roadmap and partner context, how-to-sell guidance, pricing paths, demos, implementation resources, training, and case evidence. A maintainable web delivery path was preferred over a long static PDF because it could be updated, measured, and extended.
- 01Discover
Client context · need · personas · business value
- 02Recommend
Product fit · solution bundles · partner path
- 03Position
Value proposition · roadmap · proof · demo
- 04Operationalize
Pricing · approvals · implementation · onboarding
- 05Maintain
Digital delivery · usage signal · Product updates · training
What I would redesign differently with AI now · retrospective
AI should operate on a coherent commercial state—not accelerate fragmented handoffs.
Today I would begin by defining durable commercial objects: customer state, Product truth, needs, commitments, permissions, decisions, owners, exceptions, and realized outcomes. AI could then assist synthesis, retrieval, routing, preparation, and anomaly detection inside visible authority boundaries.
I would not begin with an agent at every stage. The historical case shows why: moving inconsistent context faster can make the overall system harder to understand and govern.