Three phones, one deadline

A carrier launch date doesn’t move. Cox needed three customized Kyocera phones ready for it: six vendors, three internal teams, one $12M budget, and a timeline the standard process couldn’t survive.

The stuck thing

Cox was entering select markets and needed its own versions of three different Kyocera phones — custom UI, carrier requirements, and branding on each — launching together. Each phone had its own mix of internal teams: product planning, UX design, software. The normal way to do this was one device at a time, with a process built for one device at a time. There wasn’t time for the normal way.

The diagnosis

No single phone was the risk. Each team chain could build its own device. The failure mode lived in the seams: one set of carrier requirements interpreted three ways, six vendors working from three understandings, changes rippling across devices with no one tracking the whole. Complex requirements plus a short timeline doesn’t call for heroics; it calls for a process shaped to the actual problem.

Made it go

I led the design effort across all three phones in parallel and tailored the process to fit: coordinated the disparate internal teams and the six external software vendors building components; kept requirements and change requests tracked in one place; and pushed the modular UI-spec format to its extreme — three specs, tightly integrated, written exactly in parallel — so every team was building the same launch. The game was differentiation: Cox was among the first, possibly the first, to deliver over-the-air updates on feature phones. Cox accepted the customized devices, and the launch shipped on time.

cross-functional coordination · requirements & specs · process design · team leadership

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