Restoring the Public's Trust

A digital command center that transforms the collection, interpretation, and dissemination of data.


12 months


Product Designer


Caleb Pase , Cormac Rada,
Will Schwieder, Max Rutman, Jillian Nick

“As we look ahead to the next few decades of F-35 service, failing to create an effective and cost-efficient sustainment system would diminish readiness, squander taxpayer resources, and discourage the services and our [eight international] partners..., this would create unacceptable risk for the program and would be an abdication of the trust and investment of the public and our allies.

Rep. John Garamendi

Readiness Subcommittee Chairman

“A scandal and a tragedy with respect to cost, schedule, and performance.”

Rep. John Garamendi

Readiness Subcommittee Chairman

“the key to getting a successful system is breaking Lockheed’s grip on the data infrastructure and housing more of it in a government cloud.”

Rep. John Garamendi

Readiness Subcommittee Chairman

By The Numbers

At Scale

The Joint Strike Fighter program was conceived in the 1990s as the most ambitious aircraft development effort in the Defense Department’s history. In 2010, the ballooning costs  triggered a breach of the Nunn-McCurdy Act, a law that forces the Pentagon and Congress to evaluate whether to cancel a troubled program. But because the F-35 was intended to replace so many legacy fighter jets, military leaders essentially had no choice but to keep it going.

1 Trillion



Over Budget

7 Years

Behind Schedule


Data collection, cleansing, and aggregation rely on manual processes, while printed reports are static, compromising data accuracy and timeliness, and the ability to gain trending insights across reports.


Data Rights

The ownership and use of the Joint Program’s data are some of its main challenges to cost and operational efficiency.  Lockheed Martin (LM)  has exclusive control over data rights, preventing the government from applying pricing pressure, properly managing inventory, and answering  stakeholders' most critical and basic questions, such as the current location of millions of dollars worth of components. The problem is compounded by the disorganized and man-draulic manner in which the F-35 initiative uses the data they receive from LM and the data they attempt to track internally. 

Pain Point

Source of Truth

The Joint Program relies heavily on paper-based reports, aggregated from disparate numerous sources in spreadsheets, slides, and/or PDF documents generated from over 140 tools and sources.

THE Solution

Present a real-time, single source of truth that’s easily accessible, and translatable to all pertinent personnel wherever and whenever it is needed.


One Application,
Serving Many

By employing Cloud technologies, data lake architecture, role-based access control, predictive analytics, and responsive design, we had the opportunity to completely reimagine a myriad of internal processes. We sought to create a holistic, proactive organization by optimizing management, reporting, and forecasting acquisitions, manufacturing, and maintenance, sustainment decisions, by integrating within and
across user work  streams.


Procurement users track contract actions from initiation through to award. They need to understand timelines, completion times, causes for delay, and planning scenarios.


Finance users track the obligation of funds after contract award through the expenditure of funds by contractors. They need to understand planned and actual obligation rates,  what funds are at risk of being delayed, and what funds could expire at the end of the fiscal year.


Production users track the status of individual aircraft components, assembly, and delivery. They need to understand how long components are taking to build relative to their schedule, their delivery status compared to contractual obligations, and the issues with supplier defects.


Sustainment users monitor fleet readiness by viewing the statuses of jets and by identifying issues keeping jets from being mission capable (degraders). They need to understand trends to plan the necessary corrective action to hold suppliers accountable for quality and keep the fleet above 80% mission capable at all times.


Reusable, Responsive Components

 Patterns help establish a consistent look and feel to the app.  Solving common design problems in similar ways, creates mental models that allow users to accomplish new tasks without direction.  Couple this with atomic components, and you can build new pages of this application, across breakpoints, in no time at all.  (ex: graphs, list view, detail pages, etc. )


Hiearchy of Information

An executive wants to see high-level trends to identify actionable information that can influence organizational and departmental behavior before problems arise, while analysts are tasked with data entry, analysis, simulation, validation and management. To design for personas with varying needs and exposure to data, I designed a tiered journey.

When the user enters the application, they see a tailored dashboard with information pertinent to the role. To understand information outside their initial purview, they are able to navigate into summary visualizations and drill into individual use cases for more granular data.



Instead of focusing our energy on making one-off hyper-interactive components for each persona, we chose to create views that were flexible enough to answer questions at each level of the organization. At each level of the visualization, we provided stackable filters to answer a wide permutation of questions, contextual and trending metrics, and root-cause previews to facilitate the user’s next critical question and drill-in. 


Intelligent Design

To an organization crippled by data rights, good data is worth its weight in gold. No matter their technical or mathematical proficiency, we wanted to empower government users to wield the power of data. Within the application, we  baked in continuously learning algorithms into our designs to identify and prioritize the most pressing issues without users having to crunch the numbers themselves, show progress towards data maturity without having users manually audit their databases, and set thresholds to monitor fluctuations from plan.


Site Interviews

Created a shared knowledge base of the user's key responsibilities, pain points, desired outcomes, available data sources, and indicators that drive decision making.

Data Analysis

An analysis of current reports and work products, allowed us to map those insights to indicators within key metrics, gather business and data transformation logic, find gaps and inconsistencies, as well as the need and value of integrating multiple data sources.

Co-Creation Sessions

Co-Creation sessions were held to verify what we heard, co-create initial schemas for solutions, and provide priority into the focus of subsequent sprints. Below are the initial concepts, logical design schemas, and high-fidelity comps.