Salesforce
Enterprise complexity, human experience.
This project is covered by NDA. The case study focuses on process and methodology rather than specific deliverables or client details.
The scale, in one number
internal users across Sales, Support, and Operations depend daily on the workflows I redesigned.
Overview
As an Experience Designer on the Revenue team, I design internal tools used daily by Sales, Support, and Operations teams to manage their own workflows. The more complex the system, the more intentional the design has to be.
Problem
The products I worked on grew in complexity without the design iterations needed to make flows intuitive and easy to use. The result is always the same: users who have to learn to navigate the system instead of the system working for them.
Design Process
I lead cross-functional discovery workshops with Product and Engineering to identify real pain points in internal workflows. I use Rose-Bud-Thorn to synthesize findings, Creative Matrix to map user needs against system requirements, and heuristic evaluations based on Nielsen's framework to audit existing products. When the problem calls for generating ideas fast and collaboratively, I facilitate Design Sprints and Charrette sessions. Everything gets documented and used as an alignment tool across stakeholders in Revenue, Pricing, and Compensation.
Anonymized illustration of a charette board — concepts explored, then dot-voted to converge on direction.
Anonymized illustration of a persona built from stakeholder interviews — jobs to be done and pain points, grounding decisions in the actual user.
Design Philosophy
The more complex the system, the more intentional the design has to be.
Solution & Results
I translate complex business requirements into clear, usable, and scalable experiences, working embedded with Engineering from the start to find solutions that preserve design intent without ignoring technical context.
Internal tools that replaced manual processes, standardized flows for quoting, billing, and case management, and critical usability issues resolved before launch. Prototypes used in executive demos and as implementation references for engineering. And in several cases, the most concrete result was alignment — Sales, Operations, and Engineering teams making decisions in the same direction.
Anonymized illustration of the shipped quoting flow — three steps replacing what used to be a maze of screens.
Working on something?
Let's talk!
Send an email →