After an acquisition and rebrand, NielsenIQ’s analytics products had grown apart while teams kept shipping. I treated navigation and the object model as shared infrastructure and gave dense analysis one path: orient, compare, explain.
Five independently grown platforms, inherited patterns and dense data workflows, all under active delivery pressure for a Fortune 500 client base.
Unify the structure, not just the look: shared information architecture, object model and navigation logic, plus one analysis pattern.
One connected ecosystem with a durable product-level rebrand and standards teams could apply without escalating every decision.
NielsenIQ ran a global analytics ecosystem with many surfaces, inherited patterns and dense decision-support workflows. A new visual identity alone would have left five products that still worked differently.
The work had to create standards teams could use while they kept shipping complex client-facing software.
The new brand carried into interface surfaces, login, navigation, hierarchy and reusable product expression.
A model that flexes across Discover for Retail, Supply Chain, Hub, dashboards and product-family contexts.
Decision-support views that are easier to scan, compare, configure and explain.
I joined NielsenIQ through its acquisition of Precima and led UX direction across the platform.
Converged five independently grown analytics platforms through a shared information architecture, object model and navigation logic.
Directed the integration of multiple products into a unified B2B analytics platform.
Governed design-system standards: a contribution model, a maintenance roadmap and documented decisions.
UX partner through a move to microservices and API-driven data flows, working with Product, Engineering, Brand and UX.
Each one favored structure teams could reuse over a faster, surface-level fix.
A shared top-level structure for moving across product families, modules and dashboards, built on one object model.
Why: at platform scale, navigation is the connective tissue. Products can feel connected without forcing every surface into the same template.
Every dense view follows the same sequence: set scope, compare segments, then explain what drove the change.
Why: the products had depth but did not help users know where to look. A shared sequence keeps the depth and adds a route through it.
The leakage tree broke analysis into nodes, states and configuration choices, a repeatable way from question to cause.
Why: showing a result without its path leaves users guessing. A node model can be reviewed, built and reused across products.
Standards covered navigation, hierarchy, data-visualization rules and documented decisions, with a contribution model.
Why: teams under delivery pressure need to make good calls without escalating every detail. Documented decisions make that possible.
From the platform frame down to the analysis views. Select any image to expand it.
Navigation explorations set one top-level structure across Discover for Retail, Supply Chain, Hub and related products. Entry and login became system surfaces too.
Continuity across product families, with context kept for each workflow.
One navigation model across product families.Brand expression aligned with the flows every user meets first.
Login treated as a product-system surface.The sequence behind every analysis view.
A clear starting point: scope, filters, timeframe, comparison basis and business context.
Side by side across banners, households, segments, product groups and measures.
From a metric shift to the drivers and evidence behind it.
Share-of-wallet views show the platform problem clearly: large analytical payloads that needed hierarchy and a deliberate visual language.
Executive metrics and trends as a scan layer before deeper analysis.
Orient first, then drill in.Clearer reading across segments, households and measure groups.
Side-by-side comparison made dense data legible.The leakage tree modelled how users move from a broad business question into a structured diagnostic path.
A node-based model that could be reviewed, built and reused.
Advanced analysis as a reviewable interaction model.Structured charts and filters that show the drivers of change.
From top-level signal to underlying drivers.The rebrand palette became a token system with named roles and values, documented where every team could find it.
The old palette consolidated into a new token system.
Palette to tokens, documented in ZeroHeight.Each token with its role and value, ready for design and engineering.
Named roles instead of one-off color choices.The rebrand became durable at the product level. Cross-product navigation got clearer, analysis followed one pattern, and teams had a stronger foundation for consistent delivery.
“A rebrand lasts when it becomes a product system teams can use.”