Building Sustainable UX Capability

The challenge

Rapid growth can undermine confidence if progression expectations are unclear and designers enter delivery without consistent standards, particularly in high-assurance public-sector environments. The challenge was to build capability infrastructure that would help people develop fairly, support stronger delivery readiness, and make the UX practice more resilient as it grew.

My role

Within Capgemini’s CX practice, I led initiatives that strengthened Interaction Design and Service Design capability, working closely with practice leadership, resourcing, and delivery teams. My role focused on turning broad capability goals into practical frameworks, tools, and expectations that could actually be used by managers, mentors, and designers.

What I did

• Redeveloped UX career frameworks to articulate capability levels, behaviours, and progression expectations in a clearer and more consistent way.
• Created a Path to Client Readiness checklist so designers entering billable work had a more consistent baseline of support, standards, and confidence.
• Produced reusable competency templates, including Interaction Design competencies, to scale the approach beyond individual teams and reduce reliance on informal interpretation.
• Supported recruitment, onboarding, and mentoring activity so capability development was reinforced through practice operations rather than left as a standalone document exercise.