Loading
Fluxergy's internal teams relied on fragmented systems like MS Teams, Outlook, and shared spreadsheets to manage purchasing, approvals, project tracking, and communication. What started as a quick fix for a purchasing bottleneck evolved into a full-scale internal dashboard.
I designed and engineered this system to replace siloed tools with a central, role-aware platform that saved time, reduced error, and scaled cross-functional efficiency. The challenge was to create one system that worked for everyone without becoming bloated or generic, unifying workflows across R&D, legal, sales, labs, IT, and executive leadership.
Manual processes and disconnected tools made routine tasks like purchase approvals or contract signoffs painfully slow. Employees had to pass around spreadsheets, legal and labs used email for task routing, managers lacked visibility, and sales bounced between Dynamics and Salesforce.
I started with a PowerApps MVP for purchasing, but quickly hit limitations in UI flexibility and data clarity. I rebuilt the experience from the ground up, mapping real processes, interviewing department heads, and working cross-functionally to design flows that reflected how each team actually operated. I treated each tool as a module in a larger system, focusing heavily on creating a consistent interaction model across departments.
A clunky patchwork of PowerApps and PowerAutomate created more confusion than clarity. The UI was rigid, visually unrefined, and forced users through indirect workflows spread across emails, spreadsheets, and approvals hidden in Outlook threads, with no single source of truth or usable system for cross-department collaboration.
The new dashboard replaced scattered tools with a centralized, role-aware system tailored to each department's needs. Purchasing, legal, biology, and executive teams now operate within unified workflows, which meant no more chasing emails or switching platforms. The interface is streamlined, the logic intuitive, and the entire organization finally has a real-time view of what's happening, where, and by whom.
Workflow showcase for different departments and users.
Streamlined approval process for procurement requests across departments.
Digital contract review and approval workflow for legal team.
Centralized pipeline for demo requests and client engagement tracking.
Role-based access control and permission management system.
High-level dashboard for leadership visibility across all operations.
Research documentation and experiment tracking for lab teams.
Cost tracking and financial analysis for operational efficiency.
Non-conformance reporting and quality assurance management.
We replaced fragmented tools like MS Teams, Outlook threads, and spreadsheets with structured, purpose-built workflows inside a centralized internal dashboard. Each department now operates within dedicated modules tailored to their specific needs, while maintaining a consistent interaction model across the platform. Users can also customize their dashboard to their liking.
This system improved data traceability, reduced approval cycle times, and gave executives real-time visibility into company-wide operations. Most importantly, it was designed for scalability: new workflows can be added without disrupting the core UX or creating silos. Departments get autonomy; leadership gets oversight. The result is a single, coherent tool that adapts to the way teams actually work.
This project began as a quick solution using Microsoft PowerApps to address purchasing delays. While functional, the tool quickly revealed its limitations: rigid UI constraints, clunky navigation, and poor visibility across departments. These early constraints sparked the need for a more intentional and scalable design solution.
I led the redesign process from the ground up, beginning with direct interviews and collaborative sessions with department heads, operational managers, and end-users across Legal, R&D, Labs, Sales, IT, Finance, and Quality. These conversations surfaced dozens of hidden pain points from misrouted approvals to duplicated workflows. This shaped the architecture of the new system.
Tools used included:
• Figma for interface design, component libraries, and iteration
• Miro and FigJam for workflow mapping, system architecture, and cross-department alignment
• PowerApps as the initial prototype environment (used for identifying workflow bottlenecks)
• Jira for managing feature priorities and stakeholder feedback cycles
This was a deeply systems-driven and user-centered design effort, requiring careful attention to role-specific needs while building a unified experience that felt intuitive, flexible, and future-proof.
Approval turnaround time dropped from three days to under 12 hours, with over 200 users across 8+ departments now operating within a single, unified system. The platform achieved an estimated 93% efficiency gain in workflows spanning purchasing, legal, and lab operations.
Used daily by the COO, department heads, and frontline staff, the dashboard replaced scattered tools with a centralized source of data, streamlining communication, accelerating approvals, and giving leadership real-time visibility into cross-departmental operations.
Stakeholders, managers, and employees all rejoiced at the disappearance of a user experience headache.
This project pushed me to focus on operational scale rather than just aesthetics. The complexity wasn't only in the interface; it was about aligning workflows across departments that had different needs, priorities, and expectations. This required making choices that favored speed, clarity, and maintainability over flashy visuals.
Working with legal, labs, R&D, and executive teams taught me how to deal with uncertainty, gather real requirements from informal processes, and turn them into systems that people could actually use. I developed a better understanding of how to design for high-context, real-world environments, where inefficiency has tangible costs and users only adopt a product if it earns their trust quickly.
Lessons for future internal tool design
Me resetting my corneas after having the Figma interface burned into them.
Build a comprehensive design system first. Originally built without a full design system, which led to inconsistencies as we scaled across 8 departments. Reusable components would've saved time and improved consistency during scaling.
Implement progressive disclosure earlier. The initial dashboard tried to show everything at once. A layered information architecture would have reduced cognitive load for department heads managing multiple workflows.
Plan for mobile responsiveness from day one. Many managers wanted to approve requests on mobile devices, but we had to retrofit responsive design later in the process.
What the fluxergy team said about the new dashboard
"The dashboard didn't just look better—it actually changed how our teams work. We're seeing cross-department collaboration that never existed before."
"Finally, I can see what's happening across all departments without having to send 10 different emails. The workflow automation saved us hours every week."
"The purchasing workflow went from a nightmare to completely streamlined. Our team can focus on strategic work instead of chasing approvals."
Polished dashboard screens across different departments
Centralized overview with key metrics and navigation to all modules
