Jessica Lowry

I work as a strategic organizational designer specializing in sociotechnical systems—the relationship between people, work, and technology. I work on a contract or fractional basis with two types of clients: 1) Growing businesses that need stronger foundations to scale. Critical knowledge and decisions often depend on the founder or a few key people. Processes may be undocumented, roles unclear, and technology pieced together as new needs arise. 2) Teams inside larger enterprises navigating complex operational or digital transformation. They may struggle with siloed departments, disconnected tools, manual work, unclear decision ownership, and layers of approval that slow progress. In both environments, teams are often “experimenting with AI” without clear governance. Employees may enter sensitive information into unvetted tools without understanding the cybersecurity, privacy, or data-security risks. Leaders may not know which tools are being used, what data they can access, or who is accountable for reviewing their outputs. I help clients understand how work is actually getting done, identify where people, processes, and technology are working against each other, and design better ways of operating. This may include clarifying roles and decisions, redesigning workflows, improving collaboration, simplifying technology, and establishing practical AI governance and guardrails. I don’t stop at strategy or recommendations. I also manage the implementation of new technology—from selecting the right tools and defining requirements to coordinating configuration, integration, testing, training, and rollout. I work alongside the people affected by the change so that the technology supports how they need to work and can be adopted successfully. My goal is to help organizations scale and adapt with less friction—while protecting the knowledge, data, creativity, and relationships that make their work successful.

I work with startups and early-stage product teams that need to understand a problem, investigate an opportunity, or test an idea before making a significant investment. Bring me in when you have an idea for a product, service, feature, workflow, or business—but need evidence before deciding what to build. I combine design research, strategy, systems thinking, UX, and AI-assisted prototyping in Figma to turn early ideas into realistic concepts that customers, employees, or stakeholders can evaluate. I can help you clarify the opportunity, uncover risky assumptions, create and validate an interactive prototype, and develop a practical roadmap for moving forward. I also conduct mixed-methods research for organizations that know something isn't working but don't yet understand why. I connect what customers, employees, and stakeholders are experiencing to the larger business or service system, then translate the findings into actionable decisions. The goal is not another report that disappears into a shared drive. It is a clearer understanding of reality and a defensible next step.

At Amdocs Studio (originally projekt202), the creative consulting arm of a global enterprise software and services company, I helped Fortune 500 organizations turn complex operational challenges into digital transformation strategies, future-state operating models, and implementation roadmaps. My work included predictive medical and organ logistics for FedEx, AI governance for safety-critical drilling operations at Helmerich & Payne, and an autonomous retail environment for Etisalat that integrated AI, computer vision, IoT, digital commerce, and physical operations. Although these engagements involved novel, custom software, the technology was only one part of the work. Each transformation required us to redesign workflows, clarify decision-making and accountability, align leaders and cross-functional teams, and prepare employees to work differently. I also experienced organizational transformation internally as nearly 400 Stellar Elements (originally projekt202) employees were integrated into Amdocs, and we established shared methods and ways of working.

At Cision, I was hired into a newly created role to build the company’s first global strategic research capability. I led research across 15 countries and Cision’s interconnected platform ecosystem, which served more than 75,000 clients in 24 countries. My work included launching the company’s first formal Voice of Customer program, revitalizing its Customer Advisory Board, and helping shape product strategy for emerging capabilities such as automated sentiment analysis and predictive media planning. Cision had grown through decades of acquisitions, leaving product, design, sales, customer success, and technology teams working across different platforms, processes, and organizational cultures. My role was not only to conduct research, but to create the shared methods, feedback loops, workshops, playbooks, and cross-functional relationships needed to turn customer evidence into coordinated decisions.