UI/UX Journey on Warzone
Warzone’s been through a lot — and so have the teams behind it. I’ve been part of that for three years now, leading UX across live-service updates and future-facing work. As the game shifted, so did the way players used it. Playtests, telemetry, feedback, and even internal friction helped shape what we focused on next.
While Warzone serves as an on-ramp into the larger Call of Duty ecosystem, it’s also its own world — with its own community and expectations. A lot of my work has been about protecting that experience: surfacing usability issues before they escalate, making small accessibility wins add up, and helping the team adjust fast when priorities shift (which they do — often).
Day-to-Day: What That Work Looks Like:
On most days, I’m balancing team leadership with hands-on work. I lead UX strategy, keep projects on track, and make sure the designers on my team are growing — while still jumping into Figma or a feature review when needed.
Collaboration & Meetings: Every day’s a mix of stand-ups, feature reviews, cross-team syncs, and impromptu debugging sessions when something weird pops up in a playtest. Some meetings are about what’s live now, others are long-lead planning for what’s six months out. A lot of it is reading signals: is this feedback noise, or is it going to become a problem in the next season?
Feature Development & Strategy: I’ve worked on both shipping features and early planning. That includes figuring out how much UX to scope based on production timelines, working with engineers to adapt mid-sprint, and helping design systems that can handle new game modes without breaking everything that came before.
Team Management & Growth: Mentorship and career support are baked into the role. I don’t run 1:1s as checklists — they’re conversations about what my designers want to do, what’s getting in their way, and how I can help. Sometimes that’s making space for deep work. Sometimes it’s moving a feature off their plate. Growth doesn’t happen without room to breathe.
Process & Coordination:A big chunk of my time goes into smoothing out the in-between: where UX hits engineering, where art assets fall through, where production roadmaps overpromise. I help build processes that don’t collapse the second something shifts — because something always does.
My Leadership Philosophy
It’s always evolving, because teams change, games change, and what people need changes. But there are a few things I come back to consistently:
Career Growth through WorkI stay aware of what each designer on my team wants to get better at — not just what’s assigned to them. I try to match people with projects that help them grow, even if that means shifting timelines or reworking ownership. It's not always clean, but it’s worth it when people feel like their work is leading somewhere.
1-1s are for Listening:Check-ins are built around the designer, not me. I use them to find out what’s really going on — blockers, tensions, the things that don’t get said in the bigger syncs. I take notes, I follow up, and I make sure people know I’m paying attention, because I am.
Proactive Problem-Solving:If something’s drifting or misaligned, I don’t wait for a retro. I get a few people in a room and figure it out. Whether it's UX, engineering, or production — the faster we talk, the easier it is to fix. It’s rarely dramatic. It just keeps the work moving.
Where I'm Focused Next:
There are a few areas I'm actively pushing forward in my role:
Pulling UX research earlier into dev, so we’re not reacting late-stage when options are limited.
Cleaning up our documentation and systems to make onboarding smoother and reduce repeat decisions.
Strengthening UX <> Engineering alignmentespecially during feature exploration - less rework, fewer surprises.
Making accessibility a constant , not a phrase. If a feature isn't usable by a broad range of players, it isn't finished.
Live-service design means building for now and later — and knowing the system you set up this season might be irrelevant by the next. It’s unpredictable, messy, and never static. That’s exactly what makes it worth doing.
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