Atlassian

At Atlassian I worked on Atlas, the platform teams use to track how their work ladders up to company goals. My project was giving those goals real metrics.

I was the only designer on the Atlas goals team, leading the work end to end: flows, prototypes, user research, and the handoff to six engineers.

Our community had been telling us for months what they wanted, so I started from their words and tested my assumptions against them before building anything.

I tested with seven users from the Atlas community. Most tasks scored above 5 out of 7 for ease. Creating a metric scored 2.8, so the core action was the hardest one.

Discoverability was the problem, not the flow, so I moved the entry point and documented every change on a decision board the team could trace back to a reason.

Some of what tested well needed database changes we couldn’t make in time, so I reshaped the scope rather than shipping something half-built.

We took it to Team ’24 in front of thousands of customers, and the prototype did the harder job of aligning leadership and the product team around one vision.

I’m proud that the sharpest moment in this project was a 2.8. It told us the truth early, while it was still cheap to fix.