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COSYLAB - UX/UI INITIATIVE

From support role to profit center: 


The UX/UI shift

The company’s core business has long been engineering services. As UX/UI team lead, I saw an opportunity to position UX/UI as a standalone service. Unlocking new value for clients and expanding our market potential with minimal investment.

UX/UI

Initiative

Leadership

Sales & Marketing

B2B

UX/UI

Initiative

Leadership

Sales & Marketing

B2B

UX/UI

Initiative

Leadership

Sales & Marketing

B2B

My role

Design Team Lead

Mentor

Deliverables

UX UI Service Sales Toolkit

Business Plan and Process

Case Study

Team

UX UI Designer

Marketing Dept.

Domain Lead

Usability Engineer

Timeline

2023

PROBLEM

Secure the seats

When the company’s rapid growth began to plateau, the company expanded into broader markets to sustain momentum. As UX/UI team lead, I faced the challenge of securing steady workload for my team’s long-term relevance and impact to the company.

PROBLEM

Secure the seats

When the company’s rapid growth began to plateau, the company expanded into broader markets to sustain momentum. As UX/UI team lead, I faced the challenge of securing steady workload for my team’s long-term relevance and impact to the company.

PROBLEM

Secure the seats

When the company’s rapid growth began to plateau, the company expanded into broader markets to sustain momentum. As UX/UI team lead, I faced the challenge of securing steady workload for my team’s long-term relevance and impact to the company.

SOLUTION

From gap to gain

Positioning and selling UX/UI as a formal part of our sales portfolio required minimal effort (reframing + preparation) but offered high value to clients with our unique selling point. Transforming the UX/UI department into a profit center was a strategic move to secure consistent workload and expand the company’s service portfolio, especially in the wake of post-COVID tech layoffs in 2023.

SOLUTION

From gap to gain

Positioning and selling UX/UI as a formal part of our sales portfolio required minimal effort (reframing + preparation) but offered high value to clients with our unique selling point. Transforming the UX/UI department into a profit center was a strategic move to secure consistent workload and expand the company’s service portfolio, especially in the wake of post-COVID tech layoffs in 2023.

SOLUTION

From gap to gain

Positioning and selling UX/UI as a formal part of our sales portfolio required minimal effort (reframing + preparation) but offered high value to clients with our unique selling point. Transforming the UX/UI department into a profit center was a strategic move to secure consistent workload and expand the company’s service portfolio, especially in the wake of post-COVID tech layoffs in 2023.

Note: Due to the sensitive nature of the information, I’m unable to share specific details. However, I will present the process I led and the strategy I pitched.

Great to see you here. Let’s go a little deeper.

🐳

Opportunity

Become a profit center

Traditionally, UX/UI design is viewed as a support function in software and engineering service companies. Repositioning it as a profit center would bring extra value to the design team and the company.

More work, more people

After a few months as UX/UI team lead, I noticed a pattern: clients often hired external UX agencies while requesting engineering services from us. These agencies lacked deep product understanding, leading to extra hours from our designers, ultimately adding cost for clients. So then I thought: Why not offer UX/UI as a standalone service? This would secure our roles and allow us to be involved earlier and more meaningfully in projects.

Support the growth

Building a business initiative takes resources, and great work gets done by a team of people. Supporting my team's growth by actively involving them and delegating tasks beyond daily meetings and design work will push them out of the ordinary.

Development process

To convince the engineering and sales team of the value in selling UX/UI as a service, I needed a solid and transparent plan.

Market research

We began by researching the market to identify our strengths and weaknesses. This helped us understand the expectations and requirements for UX/UI design agencies specializing in medical devices and large-scale scientific software.

Competitive audit

We analyzed the offerings and unique characteristics of 20 competitors. This audit showed that while many top-rated UX/UI agencies excel in usability and design, they often lack deep engineering knowledge and familiarity with strict regulations in medical-grade software.

Key insights

Most UX/UI agencies focus on general usability but fall short on understanding regulatory standards and complex engineering needs critical in medical device software.

The price difference for similar design services between top-rated agencies and others was as much as threefold.

As of 2023, fewer than 50 UX/UI design agencies in Europe and USA specialize in healthcare and medical software.

How to position UX/UI Design as a service in the Medical Market?

Unique selling point

Leveraging our unique strength: the combination of engineering expertise and in-house UX/UI design

Leveraging our unique strength: the combination of engineering expertise and in-house UX/UI design

Expertise in medical-grade software

Minimizing overhead while delivering optimal outcomes

A multidisciplinary team

Engineers, usability engineers and UX/UI designers under one roof

IEC 62366 compliance

Usability engineers approved in international standard for medical device usability engineering

Internal value

The initiative requires no extra effort from the team, allowing flexible adaptation to project pipelines while maintaining smooth operations.

Launch activities

List of key activities I conducted to launch the initiative.

Held weekly sync meetings with UX/UI designers to stay on track

Held weekly sync meetings with UX/UI designers to stay on track

Approved the initial concept with the Head of Medical Software Division

Approved the initial concept with the Head of Medical Software Division

Consulted with the CTO to validate the initiative plan

Consulted with the CTO to validate the initiative plan

Established an operation flow chart and risk management plan including RACI table

Established an operation flow chart and risk management plan including RACI table

Led a workshop with the entire medical sales team to pitch and discuss the plan

Led a workshop with the entire medical sales team to pitch and discuss the plan

Prepared sales and marketing materials, including a sales deck and case study

Prepared sales and marketing materials, including a sales deck and case study

Result

Team development and skill growth

Increased recognition of UX/UI design across the company

A ready-to-deploy business plan, case study, and sales toolkit

Result

Team development and skill growth

Increased recognition of UX/UI design across the company

A ready-to-deploy business plan, case study, and sales toolkit

Myself with Medical team - Sales, Engineers, Scientist

Myself with Medical team - Sales, Engineers, Scientist

With Medical team

Key takeaway

The art of persuasion

Gaining internal buy-in was more challenging than developing the initiative itself. Early-stage ideas require multiple rounds of convincing before they gain traction, just like no one wants to bite into an unripe apple.

The right amount of leadership

Delegate effectively and trust my team. By guiding rather than stepping in, I have created space for team members to grow and given myself room to focus on what mattered as a manager. In the long run, this approach benefits everyone.

Alignment and timing

Driving organizational change is a long-term effort. The initiative didn’t take off during my time at the company, partly because it wasn’t aligned with immediate priorities. For a new idea to succeed, timing and internal alignment can be just as critical as the concept itself.

Key takeaway

The art of persuasion

Gaining internal buy-in was more challenging than developing the initiative itself. Early-stage ideas require multiple rounds of convincing before they gain traction, just like no one wants to bite into an unripe apple.

The right amount of leadership

Delegate effectively and trust my team. By guiding rather than stepping in, I have created space for team members to grow and given myself room to focus on what mattered as a manager. In the long run, this approach benefits everyone.

Alignment and timing

Driving organizational change is a long-term effort. The initiative didn’t take off during my time at the company, partly because it wasn’t aligned with immediate priorities. For a new idea to succeed, timing and internal alignment can be just as critical as the concept itself.

Why share a project that never came to life? Because it challenged me and accelerated my growth.

See other projects

Kyungsun Won

Available to talk!

Designed by Kyungsun Won with Figma & Framer © 2025

Kyungsun Won

Available to talk!

Designed by Kyungsun Won with Figma & Framer © 2025

Kyungsun Won

Available to talk!

Designed by Kyungsun Won with Figma & Framer © 2025