Context
Internal operations teams were using several screens and tools to manage the same service lifecycle. Each part reflected a different interpretation of the process, which created inconsistency and slowed the work down.
Role
I mapped the workflow end to end, identified broken handoffs, and designed a unified interaction model that product, operations, and engineering could use as a shared reference.
Problem
The request started as a UI clean-up, but the underlying issue was structural. Different teams had built around local needs, so the product no longer reflected one coherent workflow.
Process
- Interviewed stakeholders across operations and product to surface hidden dependencies.
- Mapped current states, transitions, and duplicate steps across the workflow.
- Iterated on a single flow model that could support both operational clarity and future product consistency.
Key Decisions
- Created one shared set of states so teams stopped interpreting the process differently.
- Removed duplicate branching logic that existed only because of legacy screen boundaries.
- Used simpler language throughout so users could understand status without internal training knowledge.
Outcome
The workflow became easier to learn, easier to maintain, and easier to extend. Operational confusion dropped because the product finally matched the real service model instead of competing versions of it.
Reflection
I would strengthen this further by instrumenting the workflow more carefully, so future improvements can be based on usage evidence rather than stakeholder memory.