01 / Overview
A decade of evolving influence
My role evolved from establishing UI foundations to shaping design-system practices, connecting research and analytics to product decisions, and leading the design of complex workflows.
Alongside hands-on design, I coordinated design activities, collaborated with Product and technical stakeholders, and maintained recurring engagement with major customers to evaluate new implementations and features. The published account uses UI Designer, Design Lead, UX Researcher, and Principal UX Researcher at different points. It does not show direct reports, budget, or hiring. Those are not claimed here.
Role titles, the module list, and the release-to-phase links should be checked against original records before publication.
02 / The challenge
Designing for complexity at scale
A complex enterprise platform has to hold a shared interface together while the work changes with the module, the role, and the customer configuration.
Complex workflows
A trade-promotion task did not finish on one screen. Paths ran across promotion, agreement, planning, and related work.
Consistency at scale
The interface had grown through separate updates. Shared components had to serve more than one module.
Customer expectations
Customer-specific setup pulled against one interface. Recurring conversations were part of evaluating proposed work.
Evidence-informed decisions
By 2022, funnel data, adoption, and customer feedback had to inform priorities. One named decision and its evidence are not in this record.
These are the working account of the problem. Which of them came from users, and which are an organisational reading, is still to be checked. No screenshot is used here as proof of a user finding.
03 / Product evolution
Four stages of product design leadership
Each phase has a different contribution: shared UI foundations, a reusable system and a product I designed, research used as strategic input, then a workflow redesign. TPM-Flow has no frame that can be dated to the earlier phases, so this section stays text.
2016–17
Foundation · Coordination
Establishing UI foundations
I led and coordinated the initial UI components, a component library, and guidelines, combining hands-on design with navigation work and documentation. The published titles for this period are UI Designer and Design Lead.
Milestone: UI assets and the implemented component library are described as released with TPM v7 in 2017. 2016 is the start of this account, not a date on the public page.
2018–20
Systems · Product ownership
Evolving design systems and the Configurator
I continued the component library and the design-system practice, took part in customer research, and personally designed the UX and UI of XTEL Studio Configurator. Research in this phase is written as shared work.
Milestone: Configurator taken to production, and other modules redesigned in TPM v8 on the updated components. What “launch” included is not defined on the public page.
2022
Research · Strategy
Research, analytics and UX strategy
I analysed funnel data, feature adoption, user behaviour, and customer feedback, and combined that reading with interviews, surveys, workshops, and usability work.
Output: Research and analytics reports, prioritised UX issues, and recommendations. No release is dated 2022. This phase is not presented as one.
2024–26
Redesign · Delivery
TPM redesign and core workflow delivery
I worked on navigation, UI components, core workflows, and bulk editing with Product and technical stakeholders. The public page dates v9 to 2024 and calls the work a complete redesign. “Complete” is not used here.
Milestone: The working account is that a core workflow from this redesign was released, and some modules and features stayed outside that scope. The release notes for v9 and for 2025–2026 are still to be checked.
04 / The redesign
From interface decisions to a workflow
The screens are exports from Figma file TPM-Flow. They show design frames. They do not, by themselves, show what shipped. A frame is not labelled “before” or “after” unless the file establishes that relationship.
Navigation and information structure
Trade-promotion work crosses modules. These three frames are alternative or related navigation concepts. The file does not establish which came first.
PlaceholderModule menu screenshot withheld pending approval. Not product evidence.
PlaceholderShortcuts screenshot withheld pending approval. Not product evidence.
PlaceholderEvents navigator screenshot withheld pending approval. Not product evidence.
Planning and optimisation workflows
Use the arrows or the labels to move through the screens. The order is the task each screen visibly supports. It is not the original Figma numbering, and it is not a claim about the implemented sequence. Optimize Plan is a visible button. The frame does not say what it calculates. These frames are the Promo Flow screens used for this workflow.
Placeholder Screenshot withheld pending approval. Not product evidence.
Figma label: Step 2
Start from suggested plans
Suggested-plan cards and New Plan on the Promo Calendar Optimizer welcome. The AI badge on the illustration is not treated as a shipped feature.
Other frames named Step 1, Step 5, Step 7, and Step 8 were inspected and left out. Step 1 repeats a promotion table, Step 5 repeats the welcome labels, Step 7 is a plan list in a different shell, and Step 8 is an application shell. The separate overview and calendar frames match Step 3 and Step 6, so they are not repeated.
Bulk editing and reusable UI
The public 2024 account names bulk editing. This frame shows one bulk-copy design. It does not show a measured gain in speed or accuracy.
PlaceholderMass Copy screenshot withheld pending approval. Not product evidence.
05 / Customer partnership
Keeping customer feedback in the product conversation
The work included recurring Design Sessions with major customers: a place to evaluate proposed implementations and features, and to connect what customers needed with what Product and design took forward.
~24/year
Recurring Design Sessions
Approximate and self-reported. Not an audited count. A dated example — the feedback, the decision, and whether it was implemented — is not in the current record. No Design Session artefact was found in TPM-Flow, so no product screen is used here as research evidence.
Customer names should be added only when a session or project is verified and permission to name them is clear.
Leadership in practice
Design leadership means creating a reliable connection between customer needs, design decisions, and the work that Product and engineering can deliver.
Portfolio narrative. Not a customer quotation.
Customer collaboration
Recurring review of implementations and features. One verified session tied to a change is still missing.
Cross-functional leadership
Design coordination, planning, quality of the shared UI, prioritisation, and collaboration with Product and technical stakeholders. Mentoring is part of this account. People management, budget, and hiring are not claimed.
06 / Impact
Product delivery, kept separate from company context
The delivery claims below are the working account of this case study. They are not measured outcomes. Company growth is not attached, and it is not treated as an individual design result.
Product delivery
v7 UI foundations and the component library. Configurator taken to production. v8 module redesigns. A 2022 research input that was not a release. A core workflow from the later redesign, with other scope left outside it.
Customer engagement
Recurring Design Sessions and continued evaluation of features and implementations. No quotation is included.
International scale
Country units and an international footprint were not found in the sources reviewed for this page. They are not stated as a result.
Business growth
No official revenue, ARR, contract, or expansion figure is attached. If a company figure is added later, it stays company context unless a source connects it to this work.
The public page says the work was delivered and met expectations. It gives no metric. That sentence is not used as an outcome.
07 / AI integration
Expanding the way I design
In 2026, AI became part of my own design practice: research structure, case-study drafting, and review with an assistant. Human judgement stays with me. This is not a claim that an AI feature shipped in TPM, and it is not a company-wide transformation.
This sequence describes the personal practice. It is not a screenshot, and it is not evidence of a production workflow. TPM-Flow contains concept frames of in-product AI, including placeholder dialogue. Those frames are not shown here, so they are not read as a shipped TPM feature or as proof of this practice.
08 / Closing
Design leadership is the connection between product, people and delivery.
The contribution starts with UI foundations and guidelines, then a reusable system and a product I designed, then research and analytics used as strategic input, then shared leadership of a workflow redesign. The judgement is in what to standardise, what to leave configurable, and what was actually released. The AI-enabled practice is the next stage of how I work. It is separate from the TPM release story.
