Design Beyond Barriers: How Comcast's Accessibility-First Approach Is Revolutionizing Hardware Design

"When you make a product more inclusive, you make a better product for everyone." This simple yet powerful principle has guided Grayson Byrd and his team at Comcast through a seven-year journey to reimagine what accessible hardware design could be. The result? The Xfinity Large Button Voice Remote – a device that's revolutionizing how people with disabilities interact with their televisions and challenging the entire industry to think differently about accessibility.

From Afterthought to Innovation Driver

The story begins with a problem that affects more people than most realize. One in four adults in America has a disability that can prevent them from accessing content independently. For millions, watching TV – an activity many take for granted – requires assistance from others, diminishing their autonomy and independence.

Comcast's previous solution, nicknamed "Big Easy," was precisely what the name suggests: big. The oversized remote with enhanced readability was designed with good intentions but hadn't evolved with changing technologies or user needs. When Comcast's research team conducted interviews with users, they discovered a surprising truth – the remote designed to help was actually creating new barriers.

"We heard things like, 'Actually, it's too big. It's hard to handle. It takes two hands to hold,'" Byrd explained during his UXDX presentation. Perhaps most tellingly, some users admitted they would hide the remote when friends or family visited because they felt embarrassed by the "special" control they needed.

The team faced a crossroads: simply add voice technology to the existing remote, or start fresh with an accessibility-first approach. They chose the latter, and that decision would prove transformative.

The Power of First-Hand Observation

Watching Byrd speak about the project, what stands out is his team's commitment to understanding users through direct observation. Rather than relying on assumptions or specifications, they went into users' homes to witness their challenges firsthand.

For Joe, who has limited mobility, watching TV meant having remotes mounted by a caregiver – but the mounting mechanism itself blocked many of the buttons, forcing complicated workarounds. For Aussie, standard remotes were simply too heavy, making them unstable on a side table. For Lee, the lip of a wheelchair tray blocked the remote's signal entirely.

These observations revealed something critical: beyond the technical requirements were complex socioeconomic and emotional needs that couldn't be captured in a specification document. Some users couldn't afford smart home technology that might help them. Others felt stigmatized by using specialized equipment.

"By leading with empathy and observing people firsthand, we uncovered a multitude of things we could focus on," Byrd noted. "Appreciating the true diversity of your audience allowed us to create solutions that work for them."

Breaking the "Move Fast, Break Things" Paradigm

In an industry obsessed with "failing fast," Byrd's team took a different approach. Hardware products live in people's homes for years, and trust, once broken, is difficult to rebuild – especially for communities already marginalized and overlooked.

Instead of rushing, they embraced a culture of inclusive development where research and design were truly intertwined. As research studies became more specific, design solutions became more refined. Notably, their focus groups didn't just include end users but also on-site nurses and occupational therapists – recognizing that they were designing for an ecosystem of care, not just individuals.

This methodical approach extended to every detail. When choosing between yellow and blue for color-coding the remote, they ran both through colorblind simulators and measured contrast ratios. Yellow won not just for its contrast but for its reflective qualities in low-light environments.

The Novel Interactions That Matter Most

Perhaps the most insightful aspect of Byrd's presentation was his team's focus on what he calls "novel interactions" – the less frequent but often most frustrating aspects of using a device.

"You think of using a remote – 95 percent of the time it's in use, navigating content," Byrd explained. "But what we realized was the more novel interactions – unboxing, setup, changing batteries – were the most painful, especially for communities with assistive needs."

This insight led to innovations like a quick-release button on the back that opens the battery drawer without requiring it to be removed (and potentially lost). Easy-lift tabs allow for simple battery removal. The remote has a flat bottom so it sits stably on surfaces, and upward-firing IR ensures signals aren't blocked by wheelchair trays or other obstacles.

"I'm saying all these features and I'm realizing it's all very 'duh,'" Byrd admitted with a smile. "But that's exactly the point. When designing for the folks that need it most, you make a better product for everyone."

From Approval to Alignment

Another key insight from Byrd's talk was his approach to organizational dynamics. In traditional development processes, executives serve as approvers at various stage gates. Byrd inverted this model, bringing stakeholders – including senior executives – into collaborative workshops alongside junior designers.

"Whatever comes out of this workshop is equally his," Byrd said, referencing a photo showing an SVP working alongside designers. "He's invested in that vision. The role of the executive is shifting from approver to partner."

This approach to alignment rather than approval proved crucial to the project's success, allowing the team to make bold choices that might have otherwise been vetoed.

The Innovation Dividend

By freeing themselves from the constraints of mass-market scale, Byrd's team created space for innovation that has implications far beyond this single product. The remote became a testing ground for antimicrobial resins, haptic feedback, and multimodal sensing technologies that may eventually find their way into mainstream products.

Even the packaging broke new ground, featuring large iconography, braille, and an industry-first audio guide that speaks instructions when the box is opened. These innovations weren't possible under the typical cost constraints of mass-market products but became feasible within this accessibility-focused project.

The True Measure of Success

While the remote has garnered industry recognition and media attention, Byrd is clear about what really matters: the impact on users' lives. Returning to the communities that helped develop the remote, the team heard feedback that made the seven-year journey worthwhile: "I can do things all by myself instead of asking someone for help."

This is the essence of inclusive design – not creating "special" products for people with disabilities, but creating better products that enhance everyone's independence and dignity. The remote is available free to Comcast customers who need it, reflecting the company's commitment to accessibility as a core value, not a premium feature.

As Byrd concluded his presentation, his message was simple but profound: when we design for the full diversity of human needs, we create better products for everyone. It's a lesson that extends far beyond remotes or even hardware design – it's about recognizing that inclusivity isn't a constraint on innovation but a catalyst for it.

Watch Grayson's full session here: https://uxdx.com/session/designing-for-hardware-accessibility-at-comcast1/

Or download our post show report with all talks from UXDX USA 2024 here: https://uxdx.com/post-show-report/