One application to replace five
Leviton's sales process ran across five disconnected tools. I led discovery and design for a single workspace, and worked through a scope gap that surfaced after requirements gathering.
| My role | Senior UX product designer at Infosys. Led conceptualization and design, ran discovery sessions, produced Figma concepts and detailed UI for the client's technical team. |
|---|---|
| Client | Leviton, a lighting control and sensor manufacturer in Tualatin, Oregon. |
| Users | Project management, quoting, billing, CAD design, communications, shipping, and deployment teams. |
| Tools | Figma, personas, customer journey maps, data models. |
The problem
Leviton's revenue comes from lighting packages for building projects such as hospitals, schools, and performance arts centers. Every one of those sales moved through several teams, and every team used a different tool.
The applications in play were Bluebeam, a custom application built from AutoCAD, Salesforce, Outlook, calls and texts, and Windows folders. Work fell between them constantly, and nobody could see the whole state of a project in one place.
What the business asked for
- Remove the friction, confusion, and wasted time caused by a sales process spread across multiple applications with too many features
- Become the single source of communication between teams
- Learn over time and eventually handle the routine 80% of tasks, leaving Leviton's experienced in-house designers free for exceptions and edge cases
Discovery
I ran requirements gathering sessions with stakeholders across the teams, building personas, customer journey maps, and data models to get the full path of a project from quote through deployment onto one surface.
The constraint that defined the project
The project suffered a miscommunication during requirements gathering. The scope of integrating advanced technologies into a single platform was larger than either the Infosys team or Leviton had realized, and the development team captured only part of the client's full vision.
I am including this because it is the honest shape of enterprise work. What I could control was the design: keeping the concept coherent, documenting it clearly enough that the technical team could build against it, and giving Figma adjustments and solutions as implementation questions came up.
To add: what you decided to do about it. Did you re-scope, phase the delivery, or push a subset forward? That decision is the most senior thing in this case study.
The design
Detailed UI in Figma served two audiences at once: developer documentation and client presentations. I also supplied Figma concept templates so Leviton's own technical team could extend the work after handoff.
What I took from it
Consolidation projects fail on ambition, not on interface. The useful question is not what a single platform could eventually do, it is which handoff between two teams is costing the most time right now, and whether that one can be absorbed first.
That instinct, find the step where people give up and start there, is the same one I bring to a checkout funnel.