Case Studies
Two projects from opposite ends of the company-size spectrum, both defined by the same principle: design that moves business metrics, not just pixels.
The Problem
Running a franchise network is a financial visibility nightmare. Each location keeps its own books. Chart of accounts structures don't match between locations. The only way to understand how the business was actually performing was to hire an accountant, wait weeks, and receive a report about what happened twelve months ago.
Qvinci was building a platform to solve this: near-real-time financial consolidation and intelligence across every location in a franchise network. The technology existed. What didn't exist was a product experience that made it usable for the people who needed it most: franchise operators who weren't accountants, franchisors watching a network of locations, and the accountants who served them both.
The product needed to make complex multi-entity financial data feel simple, trustworthy, and actionable across four distinct user types with entirely different needs, mental models, and levels of financial literacy.
The Work
I designed the entire Qvinci product from the ground up, not as a collection of screens, but as an interconnected system built around how different users think about financial performance.
The Outcome
Qvinci went from a technically powerful but unusable financial tool to a product that franchise operators, franchisors, and accountants actually wanted to use every day. Franchisees could see how their location was performing right now, not twelve months ago. Franchisors could identify struggling locations early enough to intervene. The platform that replaced billable accountant hours with self-serve financial clarity is still in market, serving hundreds of franchise organizations.
The Problem
Vehicle service technicians at GM dealerships relied on a service engineering platform to diagnose problems, access repair procedures, and complete jobs accurately. The existing platform was difficult to navigate, slow to surface critical information, and created friction at every step of the service workflow.
The cost was invisible in aggregate, until you ran the numbers. Multiplied across thousands of technicians and millions of service jobs, time lost to poor UX translated directly to reduced dealership throughput, fewer vehicles serviced, lower parts revenue, and frustrated technicians who were losing confidence in GM's software.
The challenge wasn't technical. The data and procedures existed. The problem was that the interface made it hard to access the right information at the right moment in a high-pressure, time-sensitive service environment.
The Work
I led the redesign of the service engineering platform end-to-end, from research and workflow mapping through prototype development, stakeholder alignment, and launch.
The Outcome
The redesigned platform saved vehicle service technicians an average of 6 minutes per job, a number that, compounded across the national dealer network, equated to an estimated $700 million in annual revenue through increased dealership throughput and parts sales. Technician satisfaction with GM software improved measurably. The platform also established a design standards framework that continued to guide UX decisions across the organization after the project closed.
Your turn.
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