Organize | Alan Lindsay Consulting

Process and methodology

A working rhythm that separates strategy from the daily queue.

When strategic work and bug reports compete in one backlog, both lose. I design an operating rhythm that fits the team you have: how work comes in, how it is prioritized, and how often plans are revisited.

AI belongs inside that rhythm, not beside it. Drafting tickets, summarizing the queue, and preparing reports can move to AI, with a person reviewing, so the team spends its time on decisions.

The engagement ends with the process running and written down, so it keeps working after I leave.

Engagements are scoped as statements of work.

Alan has a real skill in helping to cut through the noise and focus on delivering value.

Brian LeachLead Designer, Design Systems, Collibra · Via Experian

His ability to map out larger projects into smaller, bite-sized chunks was no small feat.

Chris FoisyStaff Product Designer · Via Experian

On the menu

Ask about process and methodology

AI in the workflowBuild AI into intake, summaries, and reporting, so people spend their time on decisions.
Operating rhythmGive the team a steady, predictable way to move work forward.
Intake and triageKeep incoming requests visible, fair, and under control.
Strategic cyclesProtect time for the work that moves the business forward.
Stakeholder prioritizationGive stakeholders a real voice in what gets done next.
Work breakdownConnect everyday work to the goals it serves.
Written playbookMake the way the team works clear enough to outlast any one person.
Training and enablementGrow the team’s confidence to run the practice on their own, AI tools included.

You might need this if…

Urgent requests keep displacing planned work.
No one can say when the next strategic project will actually start.
The backlog has grown past the point where anyone reads it.

Training and enablement

Enablement is a time-boxed part of a process engagement: working sessions, reviews, and coaching so your people can run the practice on their own.

In practice

Experian. Built a company-wide design community and a global design conference, and coached engineers and product partners one-on-one and across five geographies.

These events were hugely influential in changing how the organization looked at design.

James CarterMarketing Manager · Via Experian

BYU–Hawaii. Student-taught one of the university’s courses in senior year.

Nielsen Norman Group. UX Master Certification (2016) and UX Certification (2014).

As a non-technical member of the team, Alan encouraged me to ‘spread my wings’ and learn the technical side of a design system.

Besma BihnamContent expert, generative AI and design systems · Via Experian

A true servant leader who empowers those around him to do their best work.

Jessica SchomakerUX leader and researcher · Via Circadence

Selected examples

OneShare Health. Designed and codified the product development playbook: weekly triage to inbox zero, Tactical Mondays prioritized by stakeholder dot voting, and six-week strategic cycles with two-week cooldowns. AI tools I built structured incoming tickets and drafted the summaries and reports inside that rhythm, and a person reviewed them before they went out.
Circadence. Brought alignment to an engineering-centric organization through its ticket system: every business initiative broke down into epics, stories, and tasks, so engineering work traced back to a business goal instead of stopping at the epic.

Product-org stand-up

Product discipline for a company that has been shipping without it.

Some companies ship on engineering instinct until the gaps start costing real money. I set up the practice: how product decisions get made, who makes them, and the rituals that keep engineering tied to strategy.

You own the practice when the engagement closes. It is built to be run by your people.

Engagements are scoped as statements of work.

Alan bridges gaps in organizational structure to make everyone more effective.

Roman BercotStaff Product Designer, ServiceNow · Via Experian

He turned an influential technology leader from a UX skeptic into an eager supporter who funded a UX team and design system.

Nick SaundersFront-end engineer, design systems · Via Experian

On the menu

Ask about product-org stand-up

Decision rightsClarify who decides what, so product decisions stop stalling.
Request intakeBring every request into the open so it can be weighed fairly.
Design and concept reviewsGet early feedback from the people who build and use the product.
Requirements practiceShare a common understanding of what is being built and why.
Goal-linked backlogTie work to business goals, so effort goes where it counts.
Product coachingHelp the people running the practice grow into the role.

You might need this if…

Engineers decide what gets built because no one else does.
Features ship, but no one can say which business goal they served.
Everyone uses AI tools, and no one agrees on how they fit into how decisions get made.

Selected examples

Circadence. Stood up product discipline from zero inside a siloed engineering culture and tied engineering work to strategic initiatives instead of disconnected tickets, cutting hundreds of hours of wasted effort.
OneShare Health. Stood up product practice at a company with no product or engineering organization: design ideation, user research, mockups, stakeholder review, requirements synthesis, and product-focused development cycles that turn designs and concepts into workable engineering stories.