When I first joined my company, decision-making followed a traditional waterfall approach. The stakeholders would discuss ideas verbally, document them in simple write-ups, and pass them down to developers. This method lacked transparency and made it difficult to trace the reasoning behind decisions—especially since they were primarily based on executive experience rather than user feedback. Recognizing these challenges, I introduced a Design Thinking approach to transform the way we made product decisions, conducted Scrum events, and collaborated as a team.