Before redesigning, I focused on understanding real fan behavior and business priorities.

• Analyzed Google Analytics to identify user flows, drop-off points, and high-traffic content areas
• Studied engagement metrics across mobile and desktop
• Benchmarked best-in-class sports platforms such as NBA, UFC, and NFL to understand modern patterns in navigation, live content surfacing, and storytelling
• This helped define clear priorities: simplify navigation, surface live content faster, and strengthen the emotional impact of the brand.

Result: Clear data-backed direction for redesign decisions and alignment across stakeholders.

The original navigation was cluttered and inconsistent. Key sections such as results, teams, and where to watch were difficult to find. Ticket purchases were buried, and the structure did not scale with PBR’s expanding content ecosystem.

I redesigned the navigation with a clear hierarchy and mega menus, simplified categories based on fan behavior, and introduced a persistent ticket CTA. The new structure improved discoverability, reduced friction, and created a scalable foundation for future growth across events and leagues.

Result: Faster access to high-priority content, stronger ticket visibility, and a navigation system built to scale.

The old homepage was static and text-heavy. Event information and ticket access were buried, limiting engagement and conversions.

I introduced a dynamic looping highlight video to immediately reflect the intensity of live events. A persistent ticket CTA in PBR’s signature red increased visibility, while upcoming events, matchups, and “How to Watch” content were surfaced clearly above the fold.

The new layout balanced storytelling with action. Fans could quickly understand what’s happening now, what’s coming next, and how to participate.

Result: Increased engagement, stronger emotional impact, and clearer ticket conversion paths.

Previously, athlete pages were minimal and lacked storytelling depth. Fans could only see basic stats, with limited visibility into career highlights, achievements, or media content.

I redesigned athlete pages to highlight each rider’s identity with bold visuals, detailed career statistics, awards, season performance, and embedded highlight videos. Records and achievements were surfaced alongside media to create a richer narrative.

This shift transformed athlete pages from static profiles into dynamic storytelling hubs that strengthen the rider-to-fan connection.

Result: Deeper engagement with athlete content and stronger emotional connection to the sport.

Fans previously had no easy way to track live scores, schedules, or game status directly from the navigation. This reduced engagement during live competitions.

I designed a dynamic ticker system that adapts based on event status:

Before games: promotes tickets and schedules
During games: displays live scores and match status
After games: highlights replays, standings, and results
This real-time layer keeps fans informed without requiring deep navigation and increases visibility for both tickets and streaming.

Result: Stronger live engagement and improved visibility of key event content.

With nearly 90% of fans accessing PBR digitally through mobile, I approached every redesign decision with a mobile-first mindset.

Layouts were rebuilt responsively, navigation simplified for thumb-friendly interaction, and content prioritized based on real user behavior data. Event discovery, ticket purchasing, and live viewing were optimized to reduce friction on smaller screens.

Result: Significant growth in mobile engagement and improved usability across devices.

The website, streaming platform, and marketing assets previously lacked visual consistency.

I created a unified design system in Figma that included:

Standardized typography and color systems
Reusable UI components
Banner and thumbnail templates
Social and promotional asset guidelines

This system ensured brand consistency across PBR.com, Watch PBR, the mobile app, and marketing channels. It also improved handoff efficiency through annotated Figma files and structured component libraries.

Result: Stronger brand cohesion, faster iteration cycles, and smoother developer collaboration.

I helped designing PBR's social media, branding and graphics.

The redesign was driven by real user data and validated through analytics and testing

I analyzed Google Analytics data and identified three primary user groups:

• Die-hard fans who follow rankings, live scores, and detailed stats
• Gen Z fans who engage through highlights, fast content, and mobile-first interactions
• Tourists / casual visitors looking for quick event info, tickets, and schedules

The challenge was to design a system that served all three audiences without overwhelming any of them.

Through mobile-first UX improvements, clearer CTAs, simplified navigation, and stronger event surfacing:

• Increased overall user engagement by 90% after redesign
• Significantly increased mobile user growth and interaction
• Improved ticket sales through stronger homepage CTA placement and clearer event flows
• Increased visibility and performance of partnership-driven pages through strategic content structuring

By restructuring key pages around business priorities and partnership opportunities, I aligned product design directly with revenue goals.

Collaboration with marketing, partnerships, engineering, and leadership ensured that design decisions supported both fan experience and commercial growth.

This project demonstrates my ability to:

• Design for multiple audience types within one ecosystem
• Use analytics and user testing to guide product decisions
• Align UX improvements directly with revenue and ticket sales
• Build scalable systems that support marketing and partnership growth
• Collaborate cross-functionally at a leadership level

At PBR, design was not just about visuals. It was about elevating a major sports brand digitally, increasing engagement, and turning fan excitement into measurable business impact.

This reflects my approach as a product design leader: data-informed, business-aligned, and built for scale.

When I began working on the design system, my intention was to bring structure and consistency to a product that was growing quickly.

I built a scalable design system in Figma that included:

• Core UI components (buttons, inputs, tables, layouts)
• Clear typography and color standards
• Reusable components and structured variants
• Web3-specific elements such as wallet states, badges, and achievement patterns

I also defined usage rules so designers and engineers knew when and how to use each component.

The intention was not just visual alignment, but operational efficiency. The system allowed us to design new features faster, prototype more quickly, and maintain consistency across the app, dashboard, and marketing site.

Result: Faster design iteration, Cleaner engineering handoff, and Consistent and professional brand experience.

When I started working on the end-user experience, my intention was to remove hesitation and make users feel comfortable from the first interaction.

The problem was that Web3 elements like wallets, tokens, and memberships created uncertainty. Users were not always sure what would happen next, what they were earning, or why it mattered. This reduced trust and slowed adoption.

My goal was to design an experience where users clearly understood:

• What they are joining
• What they will earn
• What actions they need to take
• What value they receive in return

I simplified the structure by:

• Cleaning up navigation
• Creating clear step-by-step membership flows
• Showing progress inside journeys
• Making rewards and achievements visually understandable

Wallet connection was redesigned to feel like a normal sign-up process, reducing fear and confusion.

Instead of focusing on blockchain mechanics, I focused on user motivation and clarity. I made rewards feel tangible and progress feel meaningful.

The goal was to build confidence, increase participation, and help users complete journeys without needing technical knowledge.

Result:

• Easier onboarding
• Increased engagement with loyalty journeys
• Higher membership participation and repeat interaction

When I started working on the management tool, my intention was clear: brands should be able to launch, manage, and design loyalty journeys without needing Web3 knowledge or constant support from Tronic’s team.

The problem was not lack of features — it was that too much information was shown at once, and important actions were not clearly prioritized. In addition, creating journeys (defining checkpoints, rewards, and achievements) felt complex and technical. Brand managers needed confidence, speed, and clarity.

Brands needed advanced tools but not complexity.

I restructured the information architecture to:

• Highlight primary actions
• Organize advanced tools logically
• Present analytics in a clean and readable format
• Create a clearer step-by-step journey creation flow

For journey creation specifically, I designed a guided structure where brands could:

• Define goals and checkpoints
• Assign rewards and achievements
• Review the full journey before publishing

This made journey building feel more like setting up a campaign rather than configuring a technical system.

I focused on helping managers quickly understand:

• What programs are active
• How users are engaging
• What actions they need to take next

The goal was to reduce decision time, simplify journey creation, and remove confusion, so brands could focus on strategy instead of learning the system.

Result:

• Reduced dependency on support
• Faster program setup for brand partners
• Improved usability for non-technical managers

When I joined, one major gap was that ideas were hard to communicate and test quickly. Static screens were not enough for this product, because most of the value was in the flow: wallet connection, joining a membership, moving through a journey, and earning rewards.

My intention was to use prototypes as a tool for clarity and speed — not just for design presentation.

I designed three different types of prototypes, each with a clear purpose:

1) Fully clickable prototype for internal alignment and developers

Goal: Help product and engineering clearly understand the full flow and logic.

• I built end-to-end clickable journeys
• I documented states (loading, errors, wallet states)
• I used the prototype to explain intent, edge cases, and priorities

Result: Faster alignment, clearer handoff, fewer back-and-forth questions.

2) Marketing prototype for selling the product to brands

Goal: Help the team explain Tronic’s value to brand partners.

• I created a polished, guided demo flow
• Focused on benefits and outcomes, not technical details
• Used for stakeholder conversations and partnership pitches

Result: Stronger storytelling and easier communication of the product’s value.

3) User testing prototype for validation

Goal: Test task-by-task usability with real users.

• I built task-based flows (connect wallet, join membership, complete a checkpoint, claim rewards)
• Designed variations to compare what users understood better
• Used findings to iterate before development

Result: Faster learning, reduced risk, and fewer wrong assumptions before building.

Overall, this prototype-first approach improved how fast we made decisions and how confidently we moved into development.

To design effectively, I grounded decisions in real usage.

• Conducted interviews with fitness instructors
• Observed live training sessions
• Reviewed competitor products (Tonal, Peloton, connected fitness systems)
• Performed UX and heuristic evaluations of existing flows

Key insight: Not all metrics matter at the same moment. During workouts, users need clarity. After workouts, they want depth.

This shaped a layered information strategy.

While respecting OxeFit’s brand foundation, I evolved the color system to reflect modern fitness trends:

• Strong contrast for readability during motion
• Clear metric hierarchy
• Distinct states (active, rest, warning, achievement)

Designed scalable UI components for both machine and mobile.

Delivered:

• Clear real‑time performance interface
• Layered analytics across platforms
• Modernized visual energy aligned with sports trends
• Scalable UI system for future feature growth

Complex performance data became structured, readable, and motivating.

I conducted internal research including:

• Stakeholder interviews
• Workflow observation sessions
• Heuristic evaluations of current task flows
• Usability review of desktop-to-touch adaptation challenges

Key findings:

• Users needed clarity over complexity
• Important actions had to be reachable within 1–2 taps
• Visual hierarchy mattered more in touch than desktop
• Feedback states (hover → replaced by tap feedback) required redesign

This shaped my direction: simplify, prioritize, and optimize for physical interaction.

Figma (expert level) for:

• Design system creation
• Auto layout & scalable components
• Interactive prototypes
• Design tokens for consistency
• Prototype testing sessions with stakeholders
• Continuous developer collaboration

Because touch UI requires precision, spacing, and interaction clarity, every component was built systematically and reusable.

Beyond product design, I created Vingo’s full brand foundation. This included logo exploration, color strategy, typography system, iconography, and motion direction. The goal was to build a bold, energetic identity that reflects performance, motivation, and progress.

I developed a flexible visual language that scales across mobile screens, marketing assets, and future product expansions — ensuring consistency between brand and product experience.

The final product delivered:

• A clean, high-performance workout dashboard
• Clear progress visualization
• Motivational gamification elements
• A scalable UI system ready for future features

The interface balanced performance data with emotional engagement, creating a fitness experience that feels both powerful and motivating.

Improved clarity of workout tracking

• Positive early feedback from test users
• Reduced confusion in onboarding
• Strong visual identity aligned with modern fitness trends

The scalable design system positioned Vingo for rapid feature expansion.

Because the idea came from my own workflow frustration, I started with real-world observation and validation.

Research methods included:

• Informal interviews with designers, founders, and marketers
• Competitive analysis of screenshot tools and design software
• Heuristic evaluation of existing platforms
• Workflow mapping of current screenshot editing processes

Key findings:

• Most tools focused only on cropping, not presentation.
• Advanced design tools were powerful but too heavy for quick edits.
• Users wanted templates, backgrounds, annotations, and quick styling in one place.
• Speed was more important than deep customization.

These insights shaped Cropbrite into a focused, streamlined editing tool rather than a full design suite.

Before designing, I led a structured research phase to understand user expectations, AR trends, and brand perception.

Methods Used:

• Market research on AR engagement trends
• Competitive analysis of immersive brand experiences
• User surveys and focus groups
• Sentiment analysis of public perception
• AR hardware and platform capability assessment

Key Findings:

• Users wanted transparency around sustainability efforts.
• Technical audiences wanted deeper operational insights.
• General audiences preferred visual storytelling over text-heavy explanations.
• Accessibility across devices was critical for adoption.

These findings shaped the experience direction: immersive, educational, transparent, and accessible.

From research, I developed three primary personas that guided both content strategy and interaction design:

Persona 1: Environmental Enthusiast

Motivation: Cares deeply about sustainability, carbon reduction, and environmental responsibility.
Needs: Clear proof of initiatives, measurable impact, and transparency.
Pain Point: Distrust toward large energy companies due to lack of visible, understandable information.

Persona 2: Innovation & Technology Explorer

Motivation: Fascinated by engineering, emerging technology, and large-scale systems.
Needs: Detailed operational insights, technical depth, and real data.
Pain Point: Oversimplified marketing content that lacks substance.

Persona 3: General Business Stakeholder

Motivation: Interested in understanding ExxonMobil’s broader business, products, and global operations.
Needs: Clear, structured explanations without technical overload.
Pain Point: Complex terminology and fragmented information across channels.

I mapped end-to-end user journeys for each persona to identify key touchpoints where AR could replace static explanations with interactive storytelling. This ensured the experience balanced transparency, depth, and simplicity depending on user intent.

I moved from problem to solution through structured design iterations.

Phase 1: Information Architecture

I simplified complex technical content into modular AR scenes — each focused on one topic (innovation, sustainability, operations).

Phase 2: Low-Fidelity Exploration

I created sketches and lo-fi wireframes in Figma to define navigation flows, AR triggers, and content hierarchy.

Phase 3: High-Fidelity UI & 3D Integration

Using Figma at an expert level, I designed scalable UI components optimized for AR overlays. I defined spacing systems, typography hierarchy, motion transitions, and interaction patterns to ensure clarity within immersive environments.

1. Modular AR Storytelling

Instead of one long experience, I designed modular AR chapters. This reduced cognitive overload and allowed users to explore topics at their own pace.

2. Data Visualization in 3D Space
Complex operational metrics were translated into spatial visualizations. This made abstract data easier to understand and more engaging.

3. Multi-Platform Accessibility
I prioritized compatibility across devices to remove adoption barriers and ensure broader reach.

Each decision balanced innovation with usability. The goal was immersive — but never confusing.

Role: UX/UI Design & Concept Artist

Tools: Figma, Illustrator, Photoshop, After Effects

Skills: User experience, wireframe design, visual design, user testing/research, design systems, prototyping

Team: Myself as designer, Head of Product, 1 mobile engineer, 1 game designer, 2 3D modellers

Before the project, I conducted research that involved market analysis, understanding user preferences during Halloween, and exploring the feasibility of Web AR technology.

Web AR won over a native app for one reason: customers are at a car wash for a few minutes. Anything that required an install would lose most of them before the game started.

The target audience comprises Quick Quack Car Wash customers of various ages, especially those looking for a fun Halloween experience. Personas I created include families, young adults, and tech-savvy individuals.

The common thread across all three: short attention window, one-handed phone use, and zero patience for instructions. The onboarding had to fit on a single screen.

Based on my research findings, I implemented game features like gameplay mechanics, scoring, and the use of Web AR for accessibility. These insights helped me shape the game’s appeal to a broad audience.

The key findings I gathered led to the development of a user-friendly and engaging Halloween-themed AR game, aligning with the project’s goals and user expectations.

The core loop mirrors the car wash itself: creeps show up dirty, you blast them clean. Every enemy was designed in a dirty and a clean state so the feedback of a successful hit was instant and readable.

I started with initial sketches and concept art, which evolved into low-fidelity wireframes and prototypes. These helped me outline the game’s structure and design.

The biggest sketching problem was the mascot. Quackles is a flat 2D brand character; turning him into a 3D Count Quackula meant testing proportions — original, oval body, standing upright — until he read as the same duck from every angle.

I was involved in the design process, which included converting the Quackles mascot into Count Quackula, creating 3D assets, and integrating them into the game’s interface. My goal was to ensure a spooky and immersive experience.

The HUD stayed minimal — a timer, a score, a blast meter and one button — so the camera view and the creeps owned the screen.

The largest touchscreen display installed in a mobile trailer is inside the trailer at 24 feet x 5 feet. It runs along the back wall of the trailer and allows multiple users to engage with it simultaneously.

The Touchscreen Wall features numerous custom-built interactive experiences for salespeople to guide a customer through various demonstrations. We built an isometric 3D video of AAON’s R&D Lab, the Norman Asbjornson Innovation Center located in Tulsa, Oklahoma. The interactive experience allows you to tap and view the various highlights of the 65-foot-tall, 134,000-square-foot facility.

People can explore the Environmental Chamber, Air/Chiller/Sound Over-Under Chamber, and even watch animated trucks and overhead cranes lifting 20-ton HVAC units throughout the space. Tap on any call-out to zoom into an area of interest and launch a modal window with details about the location and the specialized features or functions tested there.

The Interactive Touchscreen Wall also includes AAON’s catalog of HVAC units that can be viewed and explored via 3D models. Tap and zoom into each unit to learn more. We also added a custom media player that the team can use to run a variety of videos during an event — across three primary viewing areas simultaneously, or customized to mix videos and interactive units.

The AAON team wanted a truly immersive experience that could transport customers into their facilities and allow them to interact with their products. So we produced multiple VR experiences, with several VR stations inside the trailer that let customers drop into the latest headset.

When customers drop into VR, they are transported into a branded AAON lobby, where they are welcomed and can select from three different experiences: an interactive Rooftop Experience and two narrative 360º tours.

The Rooftop Experience is a thrilling ride — you find yourself on the edge of a skyscraper, helping a helicopter pilot with a high-altitude installation. Look over the railing and you can watch cars far below moving through the city. Then you hear the roar of the helicopter as it hoists a 40-ton HVAC unit to the rooftop. Your job is to place your hands on the unit and guide it safely into place.

Once placed securely, participants can activate hotspots on the HVAC unit to learn what makes AAON products different. Some hotspots swing the unit’s doors open to reveal more detail.

The two narrative experiences are live-action 360º VR tours of AAON’s Longview Factory and the Norman Asbjornson Innovation Center — AAON’s Research and Development Laboratory. Touring the factory or innovation center is always the highlight for any customer who gets the opportunity to visit; with VR, the Mobile Tour takes the locations to you.

The live-action team traveled to Tulsa, Oklahoma, and Longview, Texas, to shoot the 360º videos, using a drone for external and internal shots of the facilities.

The trailer was built with Spevco, a leading supplier of mobile exhibition trailers, hospitality trailers, and mobile marketing vehicles. The 53-foot trailer has a retractable glass side that creates over 1,000 square feet of interior space.

AAON uses the trailer as part of its mobile tour across the United States.

AR is perfect for displaying information in a three-dimensional way. It visualizes information in a unique way so we understand it. We determined AR would be perfect for displaying the various blocks of data from a bit to a gigabyte, in order to show how they relate to each other and transform from one measurement to the next.

bit (b) to Byte (B)

• The smallest unit of data
• A single one (1) or zero (0)
• Enough data for a single Yes or No
• By adding eight (8) bits you create a Byte (B)
• Two (2) bytes are enough data for any keyboard character

Byte (B) to Kilobyte (KB)

• Made up of 1,024 bytes, or 8,192 bits
• Enough data for half a page of text

Kilobyte (KB) to Megabyte (MB)

• Made up of 1,024 kilobytes (over 1m bytes)
• Enough data for a high-resolution photo or some PDF documents

Megabyte (MB) to a Gigabit (Gb)

• Made up of 128 Megabytes
• There is a big difference between bits and bytes
• Data plans are often sold as Mb or Gb, not MB or GB

Gigabit (Gb) to a Gigabyte (GB)

• Made up of 8 Gigabits (1,024 Megabytes)
• Enough data for a streaming movie

We utilized WebAR because it is one of the easiest ways to launch an AR experience. No app needed. Everyone’s phone can access it, and we wanted everyone in on the action. We even included the ability to take photos of your data exploration so you can share them with your friends on your favorite social platform.

The Data AR experience lives on 4-H’s Internet Basics page: 4-h.org/about/4-h-at-home/internet-basics

4‑H is a community for all kids. 4‑H believes in the power of young people. 4‑H is delivered by Cooperative Extension — a community of more than 100 public universities across the nation that provides experiences where young people learn by doing. For more than 100 years, 4‑H has welcomed young people of all beliefs and backgrounds, giving kids a voice to express who they are and how they make their lives and communities better.

Through life-changing 4‑H programs, nearly six million kids and teens have taken on critical societal issues, such as addressing community health inequities, engaging in civil discourse, and advocating for equity and inclusion for all.

Fans who attend on-site events can scan a QR code to launch the 360 Explorer mode experience. After activating the camera effect, fans are placed within a 360 portal on top of a snowy mountain in Beijing, where they can stand in front of a ski run or an Olympic winner’s stand.

By swiping a toggle button, they are transported to a Super Bowl celebration scene.

Fans can then go into selfie mode by tapping the camera icon on the screen and posing in their favorite location to create a sports moment to share on social.

Sports fans who do not attend one of the on-site activations can visit nbconceinalifetime.com and experience it remotely. The experience is built for mobile phones, so visitors on a desktop or laptop are greeted by a landing page with a QR code to scan and activate on their mobile device.

Finance apps tend to feel heavy. I wanted Rewardly to feel light and immediate — closer to a shopping app than a banking dashboard — so the core flow is three taps: your cards, your categories, your offers.

The visual system uses a bright lime accent on clean white surfaces to make offers feel like wins rather than fine print. Offer cards carry the merchant, the reward and the expiry at a glance, and every card can be saved, shared or activated without leaving the list.

Key design decisions:

• Personalized savings — deals tailored to your spending habits and credit cards, with the reason shown on each card
• Effortless discovery — 12 categories, smart filters, and a search that understands merchants and card names
• Real-time updates — instant alerts on new promotions and expiring rewards
• Streamlined navigation — an interface you can use one-handed at the checkout
• Financial insights — AI-powered analytics to optimize spending and savings over time

Ahead of the app release, I designed and built the marketing site at therewardly.com with a waitlist, a partnership track for card issuers and brands, and an FAQ that answers the trust questions people ask first: is it free, is my data safe, do I need to link my card.

The site supports the major issuers people carry — Amex, Bank of America, Capital One, Chase, Citi, Discover, PNC, TD and Wells Fargo — and the waitlist has passed 3,000 members.

Role: Project Owner, Founder, Product Designer

Skills: User experience, wireframe design, visual design, user testing/research, design systems, motion graphic, prototyping

Team: Myself as product designer, 3 engineers

ChatGPT, Claude, Copilot, and Gemini each have their own admin panel, their own metrics, and their own definition of “usage.” A company running four or five of them has five dashboards, five invoices, and no way to answer the question a CFO actually asks: what are we getting for this?

The gaps I kept seeing:

• Nobody can see every tool, seat, and workspace in one place.
• Spend is vendor-reported, not finance-grade — idle seats and the wrong tier quietly pile up.
• Usage reports treat a token as a result. Two people can spend the same million tokens; one closes a hundred tickets, the other ten, and the report shows them as identical.
• Adoption tooling either installs agents on laptops or reads prompt content — both are non-starters for security and trust.

The product had to be three things at once: complete, finance-grade, and privacy-first by architecture rather than by policy.

Before designing a single screen, I wrote down the rules every number in the product would have to obey. They became the methodology that ships with the app.

• Read-only, always. Metadata-scoped API access. No writes, no device agents, no scraping, no content.
• Prompt text is never read. A property of the architecture, not a policy layered on top.
• Every number is labelled — Measured, Derived, or Modelled. Estimates are visible as estimates, with bands.
• Baseline against yourself. Lift is measured against a team’s own pre-adoption history, never a generic benchmark.
• Weighted, not raw. Complexity weighting on both sides of the ratio, so neither tokens nor output can be farmed.
• Honest gaps. Where a role has no clean output signal, it’s flagged. A visible gap is more credible than an invented figure.
• Open methodology. Formula, weights, and definitions ship in-app and with every export.

The one-sentence version: if a number cannot survive you checking it, it does not belong on the dashboard.

Every figure moves through the same five-stage pipeline, in order — and the pipeline never skips a step or inverts.

01 Ingest
Pull tokens, spend, seats, sessions, and completed-work metadata from vendor admin APIs. Incremental and cursor-based.

02 Normalize
Every signal is tied to a canonical person via directory identity (SCIM). Unmatched records are quarantined, never guessed.

03 Baseline
Each person and team is compared to their own pre-adoption history, per department.

04 Estimate
Where a value cannot be measured directly, it is modelled from signals and samples — and labelled as such. Estimation is the fourth step, never the first.

05 Score
Normalized, baselined, and estimated inputs combine into scores with stated weights. The formula ships with every export.

Cost is only half of the equation. The denominator is tokens, spend, and adoption from the AI consoles; the numerator is real output — resolved issues, merged PRs, closed deals, solved tickets — from Jira, GitHub, Linear, HubSpot, Salesforce, and Zendesk, joined on identity. Cost-per-outcome is reported as a measured ratio, never a claim that AI did the work.

The interface is organized into four surfaces, each answering one question:

• Overview — every tool, seat, and workspace in one governed view, with a workspace health score.
• Analytics — cost per active user, waste from idle seats, model mix, and cost per outcome. Finance-grade, not vendor-reported.
• Coaching — who’s getting real value, who’s stuck, and where coaching moves the number.
• Leaderboard — adoption that compounds, made visible across teams.

The hardest design problem was trust. A dashboard where measured and modelled numbers look identical is a dashboard you cannot take into an audit. So the confidence label became part of the number itself — not a footnote, not a tooltip — with modelled values always carrying a ± band.

The rest followed from that: data-dense dashboards that stay readable, custom visualizations for ratios and bands, and a scalable dark/light design system built to grow with the product. Setup was designed to take an hour: admin consoles only, zero installs.

To show the methodology end to end, I built a modelled workspace — not a customer — that runs through the product exactly as a real one would, every figure carrying the label the app would give it.

A company on four AI tools with 287 licensed seats: 218 active (76% weekly activity), 69 dormant, $48.2k monthly spend, and a workspace health score of 76/100. The first scan surfaced 64 seats under-utilizing an Enterprise tier, 13 dormant ChatGPT seats, 18 idle Copilot licenses — $4.04k a month recoverable, 8.4% of spend. Drilling in pointed to a single root cause: 22 Sales seats driving both the adoption shortfall and the spend overage.

Across modelled workspaces, the average first scan finds 31% of licenses idle. That is the number a CFO cares about, and it is measured, not estimated.

I shipped the product myself using AI-assisted development with Claude: a React/Next.js front end, a NestJS/PostgreSQL back end, secure read-only integrations for ChatGPT Enterprise, Claude, Copilot, Gemini, Cursor, and other consoles, and a normalization and scoring engine that implements the pipeline above.

Alongside the app I designed and built the brand, the marketing site, the public methodology, and the investor pitch — taking Depthdata from concept through prototype to launch.