Enterprise Platform Interface Redesign
Role: Senior/ Lead UX Designer Timeline: 6 months (2023)
As the lead UX designer on this initiative, I was responsible for shaping the user experience strategy, aligning stakeholders, and driving the design execution from discovery to delivery. This included facilitating research, defining design principles, and collaborating closely with engineering and product teams to bring the vision to life.
Context
When I joined the team, the company was offering a suite of enterprise tools—one for process editing, one for process mining, and another for process simulation. Each was essential, but they were built in separate silos over time. While the functionality was robust, the user experience hadn’t evolved with the product.
Users were juggling three separate interfaces, and it showed in the feedback. Surveys revealed that users found the product outdated, visually unappealing, and confusing to navigate. One user described it as “like working in three different tools that don’t talk to each other.”
This wasn’t just a cosmetic issue—it was slowing down sales, onboarding, increasing support tickets, and limiting adoption of key features. Leadership recognized the need to rethink the platform’s usability and unify the experience without losing the depth that power users relied on.
Research
Survey Feedback
We setup an in product Likert Scale Survey using Walkme and Usability Hub asking users sentiment on topics regarding visual appeal, modernity, complexity and ease of use. These are screenshots of things users shared with us regarding those things.
Analyzing the UI
Much of the feedback we got regarded feeling overwhelmed by the UI. There were a lot of different shades of colors, misalignments and general messiness that contributed to this experience that we addressed as part of this effort.
The Starting Point
This is what the interface looked like before we started working on it. A prior designer had opted to move the tools to bars on either side of the interface instead of having everything at the top. I wasn’t able to change this back because the company already spent money doing this so I had to work with that choice.
Process
We started with a critical touchpoint across all three tools: the process design area. This was where users—especially those in designer roles—spent the majority of their time. It acted as the central hub between editing, simulation, and mining features. But the experience was broken.
Through usability testing and journey mapping, we discovered:
Cognitive overload from unnecessary UI complexity
Inconsistent behaviors when moving between tool modes
Poor visual hierarchy, making it difficult to focus or know what to do next
For new users, the learning curve was steep. For experienced designers, the interface slowed down even basic tasks. Both groups needed the same thing: a clear, approachable, and extendable foundation.
We focused our efforts on redesigning the process design area to:
Introduce a modular layout that scaled with user needs
Create intuitive interactions for building and modifying processes
Establish consistent, reusable patterns to reduce confusion across tools
I collaborated with product managers and developers to prioritize workflows and ensure technical feasibility, while also testing iterations with real users to validate improvements.
Impact
To measure the effectiveness of the redesign, we sent out Likert scale surveys before and after launch. The results showed a clear shift in perception—users rated the platform as more modern, visually appealing, and easier to use. The updated interface helped reset expectations and gave users more confidence in the product’s direction.
Internally, the project was a turning point. By solving a visible, high-friction pain point through research and iterative design, we built trust with stakeholders across product, engineering, and leadership. UX began to be seen as a strategic partner, not just a reactive function.
This success set the stage for broader change:
UX was involved earlier in product planning cycles
Standards for usability and consistency were elevated across teams
The process design area became the foundation for initiatives like homepage and search redesigns, both targeting cross-platform complexity
This project didn’t just modernize the UI—it helped establish UX as a central force in product strategy.