Designing a people management system for 367,000+ employees and building a design system from zero.
Developers received non-buildable designs. The screens looked visually correct but were technically non-viable — leading to a cycle of rework that slowed down the entire team.
The root cause was a gap between design and engineering. There was no design system, no shared component library, and no structured handoff process. Each design decision existed in isolation.
As the solo designer on the project, I operated in a dual role: designing the interface and fixing the process that produced it. The work included:
Developers received buildable, business-aligned designs from day one. The design library reduced duplication and gave the team a single source of truth. Handoff quality improved measurably — fewer revision cycles, faster delivery.
This was not a glamorous project. It was infrastructure work: making a large, complex product reliable to build and maintain. That is exactly what a design system is for.
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