In this Q&A, Ben Ihnchak, Fuzzy Math Co-Founder, talks with Rob Zschernitz, The Field Museum’s Chief Technology Officer, about how a clear digital strategy and collaborative roadmap helped align teams, rebuild trust, and set a confident path forward. Their conversation explores what it takes to bring diverse stakeholders together, translate big ambitions into actionable priorities, and design digital experiences that both serve visitors and are sustainable for internal teams. Along the way, Rob shares how the partnership with Fuzzy Math shaped a more user-centered, future-ready approach to digital strategy at the Museum.
Digital Strategy & Roadmap
What were your obstacles or worries in getting alignment across so many groups?
The Field is a big place, and people do all kinds of very different work. My biggest worry was making sure everyone felt included and heard. IT, scientists, educators, public programs, visitor services — everyone has their own goals and challenges. I didn’t want this to feel like a “top-down” project. Once folks saw they could actively shape the strategy, alignment started to come a lot easier.
The museum had experienced some skepticism around digital projects in the past. How did we navigate that and build trust?
We started by acknowledging that the skepticism was valid. People have long memories of projects that didn’t go as planned. What helped was being open and consistent — showing our work, listening to feedback, and following through. When teams saw their input reflected in the strategy, trust grew quickly. Fuzzy Math played a huge role there by really taking time to understand how we operate.
Reflecting on the digital strategy work, what felt most important to get right?
We needed a shared sense of direction. Not a vague “future vision,” but something people could look at and say, “Yes, I understand where we’re headed and how my work fits into it.” Getting priorities and sequencing right — in a realistic way — was critical. Ambitious, but not wishful.
Were there any surprises during the strategy phase?
A pleasant surprise was how much alignment there already was across leadership. People were wrestling with the same issues; they just hadn’t been in the same room talking about them. Another surprise was seeing how much opportunity we already have within the Museum — content, collections, research — once we connect those dots digitally.
Has having a roadmap changed how you think about decision-making or investments?
It has. The roadmap gives us a filter for decisions. Instead of reacting to whatever feels urgent, we can ask, “Does this move us toward where we want to go?” It’s helped us prioritize what we tackle now, what we plan for later, and what may not fit at all. It’s already making conversations about resources and staffing more focused.
Website
What was it like coordinating across all the internal teams, the development partner, the ticketing vendor, and Fuzzy Math?
It was a lot of moving parts, but everyone came in with the same goal: make the website better for visitors and staff. Clear communication and flexibility were key. Honestly, the collaboration between teams was one of the best parts of the project.
What digital content are you excited for audiences to experience in a new way?
The big one is collections now living on the main site. Visitors can explore our scientific and behind-the-scenes work much more naturally. It brings the Museum’s research side and visitor side closer together, which is something we’ve wanted for a long time.
What outcome of the redesign are you most excited about?
That the website finally feels like The Field Museum. It’s cleaner, easier to navigate, and better represents the energy and expertise of the people who work here. And it gives us a solid foundation to iterate on.
What’s the response been like since launch?
Internally, people appreciate how much easier it is to manage content. Externally, visitors have commented that the site feels clearer and more welcoming. It’s early, but the feedback so far has been all positive and really encouraging.
What metrics are you most interested in seeing as the site matures?
Watching how people move through the site — especially how they get to tickets or membership and how deeply they explore our content. I’m also interested in how internal teams feel about publishing. If it’s empowering rather than frustrating, that’s a huge win.
From a tech/operations perspective, what improvements are you most proud of?
The new site is simply more stable, scalable, and maintainable. We reduced a lot of operational friction. It’s flexible in a way that will support growth instead of limiting it.
Fuzzy Math
What stood out about working with Fuzzy Math?
They asked great questions and listened deeply. They didn’t come in with a pre-baked solution — they really wanted to understand our world first. That made a big difference. What could have felt overwhelming instead felt guided and collaborative.
What aspects of the collaboration worked especially well?
The co-creation sessions. Bringing different Museum teams into the process gave people ownership and helped us see patterns quickly. And Fuzzy Math was great at translating big ideas into clear frameworks we could act on.
Did their outside perspective help challenge assumptions or open new possibilities?
Definitely. They helped us think differently about the visitor journey, especially how digital plays a role before someone even steps in the building. They also encouraged us to connect our science and storytelling in new ways.
How do you see this partnership shaping future digital initiatives?
This work sets the tone for how we want to approach digital going forward: user-centered, collaborative, and intentional. It gives us both a roadmap and a model for how to work together — and that’s going to influence everything else we take on.
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Let’s design your path forward.
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