Sole Product Designer
7 months
A global hospitality company was running critical services across 3 departments and 10 teams with zero shared infrastructure. Every team had built their own workflows. Hotels couldn't find what was available. Enrollment required manual back-and-forth. Reporting was inconsistent or nonexistent.
I led the end-to-end design of a platform that unified the entire ecosystem, without stripping departments of control.
The result: a single, scalable operating model that hotels could actually use.
The organization had a services problem disguised as a coordination problem.
On the surface, it looked like departments weren't communicating well. But the deeper issue was structural: there was no shared foundation. Services lived in silos. Enrollment paths were inconsistent. Reporting meant something different depending on who you asked.
For hotels, this created real friction:
For the organization, the cost was compounding:
I owned this project from strategy through implementation.
Translated business goals into product architecture, defining user journeys and system logic, and designing every screen from wireframes to high-fidelity UI in Figma. I built interactive prototypes for stakeholder alignment, partnered with engineers throughout development, and supported Salesforce configuration to preserve UX integrity in the final build.
This was previously a developer-driven process. I introduced a design-led approach and held that standard through launch.
The experience is architected around the hotel's journey: discovery, enrollment, support, performance, rather than around internal department ownership. This required significant cross-functional alignment to standardize terminology and workflow structures, but it's what made the platform scalable. Departments configure their services within a shared framework. Hotels see one coherent experience.
Rather than building custom flows for each department, I designed a standardized enrollment system with reusable patterns for intake, request handling, and escalation. This made automation possible. It also made reporting consistent across services for the first time , enabling SLA tracking and performance comparison that previously didn't exist.
Departments retain control over their service catalogs, enhancement packages, resources, and reporting views. The platform sets the structure; departments operate within it on their own terms. This was a deliberate trade-off. Some custom processes had to be retired, but it's what kept adoption from stalling. Centralization without flexibility creates resistance. This model avoided that.
Service Discovery
Hotels can find and evaluate available services without needing to know which department owns them. The catalog is centralized, searchable, and consistent.
Enrollment
A structured intake model replaces manual back-and-forth. Hotels move through enrollment with clear steps, status visibility, and no ambiguity about what happens next.
Support & Request Routing
Requests are categorized and routed automatically. Response timelines are visible. Nothing falls into an inbox and disappears.
Insights & Reporting
Departments and leadership see performance data in a consistent format. Adoption, usage, and SLA metrics are measurable for the first time across the entire ecosystem.
3x Faster Iterations
Built a component-based design system in Figma from the ground up, covering typography, color, spacing, forms, and interactive states. What previously required rebuilding from scratch became assembly. Iteration speed tripled, stakeholder reviews moved faster, and the path from concept to high-fidelity shrank significantly.
60% Reduction in Handoff Friction
Introduced structured Figma documentation, annotated specs, and a shared component library used by both design and engineering. Developers shipped with precision and without back-and-forth. Implementation stayed true to the intended UX from the first build, not after rounds of correction.
1 design language across 10 teams
Designed and delivered a platform spanning service discovery, enrollment, support workflows, and reporting dashboards across Marketing, Sales, and Revenue Management, and every team sitting underneath them. Every surface was built on the same system, with zero bespoke one-offs.
The platform shifted Commercial Services from a reactive, fragmented coordination effort into a structured operating model.
Hotels gained a single place to discover, enroll in, and manage services, with visibility into what's active, what's available, and how things are performing. Departments gained operational clarity and a foundation they can actually build on. The organization, for the first time, has infrastructure capable of supporting global expansion.
The work isn't just a better interface. It's a different way of operating.