Estée Lauder runs more than 20 brands. A lot of the people working the counters couldn't see a career past the counter they were standing behind.
So they left.
Ask people first.
One company, many houses.
Whatever we built had to feel like it belonged to all of them without flattening any of them.
The interviews were the data.
I went to New York and ran 120 interviews with employees across the brands.
From there I built the scoring behind dozens of career paths. What someone told us about themselves turned into roles that fit.
Swipe what you like. See where it leads.
A swipe-based app. You react to what you like and what you don't. It shows you your strengths, the roles that match, a mentor inside the company, and what to watch, read and learn to get there.
I led a team across four countries to build it.
Deployed company-wide, across the brands.
Ask people first. Then turn what they said into something that scores and sorts. It's the same thinking behind how I read a company now.
You could call this employee experience or product design. To me it's the same job. Make it clear where someone stands and what comes next.
How do you build one experience for a company with many brands?
Start with what the people inside have in common, which is usually more than the brands do. Then let each brand show up in the details.
Is an internal app really brand work?
It is when the problem is that people can't see themselves staying. How a company talks to its own people is the same muscle as how it talks to the market.
Twenty minutes. No deck.
Tell me where the business is headed. I'll tell you what I'd look at first.
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