Centene Corporation (Fortune 23)

Protecting and Positioning a UX Practice During Organizational Disruption

ROLE: LEAD PRODUCT DESIGNER

Summary

When a major reorg threatened to dissolve our centralized UX team at Centene, we moved quickly to protect the work, people, and culture we had built.

Over the span of a few months, we redefined our operating model, created strategic tools to communicate our value, and positioned HCD as a resilient, self-sustaining practice that could continue to thrive as a shared service.

This case study outlines how we did it — and what held the team together through change.

Context

I joined Centene as part of a 200+ person digital product and IT organization. Our centralized Human-Centered Design (HCD) team had established strong delivery support, a homegrown design system, and embedded designers across key product portfolios.

A major reorg disrupted that model. Leadership proposed decentralizing our team — breaking apart a functioning design org. We needed to respond fast, proving the value of our shared practice and preserving the people, process, and relationships that made our work effective.

Challenge

In a short window, we had to:

  • Protect the HCD team from being fully dissolved

  • Communicate our process clearly to leaders unfamiliar with design

  • Shift to a shared service model without losing quality or cohesion

  • Reassure both designers and cross-functional partners

My Role

Defining the Practice

Created the HCD Playbook, Engagement Model, and Onboarding Toolkit to define and share our practice.

Enterprise Strategy

Co-led strategy and presentations to SVPs, Presidents, and IT executives.

Building Operational Structures

Built intake processes, alignment tools, and resourcing structures to transition into a shared service.

Leading the Guild

Led and facilitated the Design Guild, preserving our rituals and culture.

Measuring Impact

Developed and analyzed an internal sentiment survey to measure impact. Partner sentiment rose from 85% to 95%.

Mentoring Designers

Mentored individual designers and helped maintain morale during organizational uncertainty.

Outcomes

  • 100% Leadership Retention

    Successfully preserved the HCD team and leadership through two major reorganizations.

  • 3× Increase in Active Projects

    Scaled from 5–6 to 16 active projects within 12 months, tripling design engagement across the enterprise.

  • +10% Satisfaction Increase

    Raised partner sentiment from 85% to 95% through improved alignment and delivery.