Megan Mueller

Reimagining SNAP: Improving Access to Food Assistance in DC

TL;DR

SNAP provides food assistance to 137,500+ Washington, DC residents each month, but a confusing application and recertification process led to avoidable lapses in benefits. I redesigned core program forms, workflows, and resources to help eligible participants maintain uninterrupted access to essential food assistance.

Company

DC Department of Human Services

My role

UX & Service Design

Year

2025

50%

Satisfied happy customers

Years of work
experience

50+

Successful
projects done

Design awards
received

Challenge

5days

time to first PR* for new developers

41%

agree they are gaining the skills needed to grow their careers

35%

agree they could easily find the information and resources needed to do their work effectively.

31%

agree they have insight into roadmaps and priorities of other teams.

32%

agree they are aligned with leadership vision and org priorities.

41%

?????

Source: ~800 employee experience surveys, existing program metrics

*Time to first pull request (PR) is a key metric for onboarding efficiency and developer experience, often expected within 1-3 days.

Source: ~800 employee experience surveys, existing program metrics

*Time to first pull request (PR) is a key metric for onboarding efficiency and developer experience, often expected within 1-3 days.

Discovery

Knowledge Access & Sharing
Critical knowledge was spread across tools and people, leading to slower decision-making and duplicative work.
Internal Research & Analysis, Peloton Product Organization, 2025
Knowledge Access & Sharing
Critical knowledge was spread across tools and people, leading to slower decision-making and duplicative work.
Internal Research & Analysis, Peloton Product Organization, 2025
Knowledge Access & Sharing
Critical knowledge was spread across tools and people, leading to slower decision-making and duplicative work.
Internal Research & Analysis, Peloton Product Organization, 2025
Collaborative, Peer-Led Learning
Internal thought leaders and experts were viewed as the most credible and relevant sources of learning, especially when learning was grounded in real work.
Internal Research & Analysis, Peloton Product Organization, 2025
Collaborative, Peer-Led Learning
Internal thought leaders and experts were viewed as the most credible and relevant sources of learning, especially when learning was grounded in real work.
Internal Research & Analysis, Peloton Product Organization, 2025
Collaborative, Peer-Led Learning
Internal thought leaders and experts were viewed as the most credible and relevant sources of learning, especially when learning was grounded in real work.
Internal Research & Analysis, Peloton Product Organization, 2025
Knowledge Access & Sharing
Critical knowledge was spread across tools and people, leading to slower decision-making and duplicative work.
Internal Research & Analysis, Peloton Product Organization, 2025
Knowledge Access & Sharing
Critical knowledge was spread across tools and people, leading to slower decision-making and duplicative work.
Internal Research & Analysis, Peloton Product Organization, 2025
Knowledge Access & Sharing
Critical knowledge was spread across tools and people, leading to slower decision-making and duplicative work.
Internal Research & Analysis, Peloton Product Organization, 2025
Collaborative, Peer-Led Learning
Internal thought leaders and experts were viewed as the most credible and relevant sources of learning, especially when learning was grounded in real work.
Internal Research & Analysis, Peloton Product Organization, 2025
Collaborative, Peer-Led Learning
Internal thought leaders and experts were viewed as the most credible and relevant sources of learning, especially when learning was grounded in real work.
Internal Research & Analysis, Peloton Product Organization, 2025
Collaborative, Peer-Led Learning
Internal thought leaders and experts were viewed as the most credible and relevant sources of learning, especially when learning was grounded in real work.
Internal Research & Analysis, Peloton Product Organization, 2025
Knowledge Access & Sharing
Critical knowledge was spread across tools and people, leading to slower decision-making and duplicative work.
Internal Research & Analysis, Peloton Product Organization, 2025
Knowledge Access & Sharing
Critical knowledge was spread across tools and people, leading to slower decision-making and duplicative work.
Internal Research & Analysis, Peloton Product Organization, 2025
Knowledge Access & Sharing
Critical knowledge was spread across tools and people, leading to slower decision-making and duplicative work.
Internal Research & Analysis, Peloton Product Organization, 2025

Knowledge Access & Sharing

Critical knowledge was spread across tools and people, leading to slower decision-making and duplicative work.

Knowledge Access & Sharing

Critical knowledge was spread across tools and people, leading to slower decision-making and duplicative work.

Knowledge Access & Sharing

Critical knowledge was spread across tools and people, leading to slower decision-making and duplicative work.

Collaborative, Peer-Led Learning

Current learning initiatives were one-off and infrequent, creating brief excitement but rarely driving meaningful impact or lasting engagement.

Collaborative, Peer-Led Learning

Current learning initiatives were one-off and infrequent, creating brief excitement but rarely driving meaningful impact or lasting engagement.

Collaborative, Peer-Led Learning

Current learning initiatives were one-off and infrequent, creating brief excitement but rarely driving meaningful impact or lasting engagement.

Knowledge Access & Sharing

Without structured onboarding, new hires struggled to gain context and resources needed to contribute effectively, while already stretched managers carried the burden.

Knowledge Access & Sharing

Without structured onboarding, new hires struggled to gain context and resources needed to contribute effectively, while already stretched managers carried the burden.

Knowledge Access & Sharing

Without structured onboarding, new hires struggled to gain context and resources needed to contribute effectively, while already stretched managers carried the burden.

Collaborative, Peer-Led Learning

Team members wanted to grow and contribute, but lacked clear opportunities, dedicated time, and reinforcement to sustain learning alongside day-to-day work.

Collaborative, Peer-Led Learning

Team members wanted to grow and contribute, but lacked clear opportunities, dedicated time, and reinforcement to sustain learning alongside day-to-day work.

Collaborative, Peer-Led Learning

Team members wanted to grow and contribute, but lacked clear opportunities, dedicated time, and reinforcement to sustain learning alongside day-to-day work.

Discovery

*This included 30 interviews with thought leaders, managers, tenured team members, and new hires across Peloton’s Product organization, alongside competitive analysis of high-performing Product teams and desk research into industry standards for onboarding, technical growth, knowledge sharing, and employee experience.

Approach

Discover Needs

We delve deep into understanding your brand, target audience, and objectives, unraveling the insights that will shape our creative journey.

Design Experience

Armed with insights, our design experts bring concepts to life, seamlessly blending aesthetics and functionality for a visually stunning and user-centric experience.

Refine Feedback

We iterate tirelessly, refining our designs based on feedback, ensuring every pixel and interaction aligns perfectly with your brand identity and user expectations.

Deliver Project

The culmination of our collaborative efforts results in the delivery of a polished, cohesive digital experience that not only meets but exceeds your expectations.

other projects

Designing a Learning & Enablement Ecosystem for 800+ Product Team Members

Designing a Learning & Enablement Ecosystem for 800+ Product Team Members

Designing a Learning & Enablement Ecosystem for 800+ Product Team Members