Together with two professors from DAAP, I co-led the planning of the Boeing studio. I was responsible for developing the day-to-day project timeline, organizing in-class activities, coordinating stakeholder engagements, and serving as the main point of contact for our sponsor. I also outlined the research and design strategy—covering everything from early exploration to co-creation—to ensure the team had a clear, structured path forward.

I designed and facilitated activities to guide the team through our research phase. This included trend analysis, empathy-building exercises, and affinity mapping. My goal was to help the students build a deep understanding of the challenge space and connect insights meaningfully to Boeing’s priorities.

We began by framing “How might we…” questions from our key insights and clustering them to uncover opportunity areas with overlapping user needs. Using a modified Crazy 8s method, we generated over 200 ideas that were later narrowed down through visualization, personas, and use cases.

From those ideas, we expanded 34 into concept directions and refined 18 into solutions with potential for patentability. Each concept was developed using methods like sketching, 3D renderings, animations, and testing in a full-scale 747 cabin mockup.

At the end of the studio, I traveled with the two faculty leads to Boeing’s Concept Center in Seattle, where we presented our final concepts to their innovation team. This was a key moment to showcase our work, gather feedback, and hand off our research and prototypes for further exploration.