A platform used by everyone, optimized for no one.
myPepsiCo had grown into a fragmented experience over time. Information was hard to find. Navigation didn't reflect how different employees actually thought about their work. Design patterns were inconsistent across regions, and the architecture was difficult to scale or maintain.
The challenge wasn't adding features, it was simplifying an already complex system without disrupting the workflows of 100,000 people who depended on it daily. Every structural decision had to hold up across frontline workers, desk employees, and managers, in multiple regions, on desktop and mobile, inside a platform (ServiceNow) with real technical constraints.
What enterprise UX actually means
Most portfolio projects deal with a few screens and a handful of edge cases. This one dealt with a global platform, multiple workstreams running in parallel, dozens of stakeholders, and a delivery process where design decisions had to be documented well enough for engineering teams across regions to implement consistently without ongoing hand holding.
UX/UI across a multi workstream redesign
I joined as a Senior UX Designer and led key initiatives across the full redesign of myPepsiCo. That meant owning design direction, guiding a team of designers, and staying closely involved through implementation not just handing off files and stepping back.
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Led a team of designers across multiple workstreams. Guided design direction and maintained quality and consistency as the project scaled across parallel tracks.
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Defined UX strategy, information architecture, and interaction patterns. Set the structural foundation for the redesign, from nav taxonomy through component behavior.
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Partnered with product owners, engineers, and stakeholders. Worked across functions to align on priorities, resolve constraints, and keep design decisions grounded in what was actually buildable.
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Owned design quality from concept through implementation. Stayed in the loop through development, raising bugs, reviewing builds, and closing the gap between what was designed and what shipped.
Research, structure, then screens
Before any UI work, I needed to understand how employees across very different roles and regions were actually trying to use the platform, and where the current structure was failing them.
- Card sorting across regions to understand how employees in different markets mentally organized the platform's content, not how the original navigation assumed they did.
- Navigation restructure based on sorting results, replacing the existing taxonomy with one that aligned with users' actual mental models.
- Role based experience design for three distinct user types, frontline workers, desk employees, and managers, each with different access needs, workflows, and device preferences.
- Cross platform design ensuring the experience held up on desktop and mobile, respecting the constraints of ServiceNow as the underlying platform.
- Agile delivery in close collaboration with engineering: 30+ user stories per sprint, structured review processes, real time unblocking, and bug tracking in Azure DevOps.
Simplification as the strategy
The temptation in a large enterprise redesign is to try to solve everything at once. The decisions that mattered most on this project were the ones that held the line on simplicity.
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Card sorting to redefine navigation, not gut instinct. We ran card sorting exercises to discover how employees across regions actually grouped content. The resulting taxonomy replaced assumptions with evidence, and the navigation became something people could actually find their way around.
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Simplification over feature expansion. At enterprise scale, adding features is easy. Removing steps is hard. We prioritized reducing cognitive load over launching new capabilities, the click path reduction from 14 to 6 steps came from that principle.
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Role based experiences, not one size fits all. Frontline workers, desk employees, and managers all use myPepsiCo differently. We designed distinct experiences for each, reflecting different access levels, tasks, and device realities, rather than forcing everyone into the same flow.
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Working within ServiceNow, not against it. ServiceNow is a powerful but constrained platform. Rather than designing an ideal state that engineering couldn't ship, we found the highest quality experience possible within the platform's real boundaries.
- 14+ steps to reach key information
- Fragmented navigation across regions
- No role based differentiation
- Inconsistent patterns, hard to scale
- High support channel dependency
- 6 steps to key information
- Unified IA aligned to mental models
- 3 distinct role based experiences
- Scalable design system foundation
- Reduced implementation inconsistencies
Design doesn't end at handoff
One of the biggest gaps in enterprise UX is the distance between what gets designed and what actually ships. I closed that gap by staying involved through the full Agile delivery lifecycle, not as a reviewer at the end, but as an active participant throughout.
How I bridged design and development
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Owned 30+ user stories per sprint. Created, reviewed, and approved each story to ensure design intent translated clearly into actionable engineering requirements, no ambiguity, no room for interpretation in the wrong direction.
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Established a structured story review process. Built a repeatable quality check that identified gaps before engineering picked up work, reducing back and forth mid sprint.
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Primary design contact for developers. Answered questions, clarified requirements, and unblocked progress in real time, keeping development moving without requiring engineers to hunt for answers across teams.
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Tracked bugs and implementation drift in Azure DevOps. Raised and documented issues during implementation, ensuring what shipped matched Figma designs rather than drifting through the development process.
At 100,000 users across multiple regions, an implementation error isn't a small thing. The discipline of closing the design to development gap, through clear story writing, structured review, and active bug tracking, is what separates a redesign that holds up in production from one that erodes over time.
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Improved findability and navigation efficiency across global users through a taxonomy built on card sorting evidence rather than organizational assumptions.
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Enabled scalable design through a unified system that reduced inconsistencies across regions and made future iterations faster to ship.
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Reduced implementation inconsistencies through structured story writing, real time developer support, and active bug tracking in ADO.
Enterprise UX is as much about alignment as it is about design
Designing for 100,000 people across multiple regions and platforms taught me that the hardest part of enterprise UX isn't the craft, it's the coordination. Getting a decision made, documented clearly enough to survive handoff, and implemented consistently across a complex engineering environment requires a different set of muscles than designing a great screen.
The click path reduction from 14 to 6 steps didn't come from a single design insight. It came from months of card sorting, stakeholder alignment, architecture decisions, story writing, developer conversations, and bug tracking, all of it adding up to something that actually shipped the way it was designed.
A design that doesn't survive implementation isn't finished. At any scale, whether it's a concept project or a global enterprise platform, the designer's job isn't done until what was designed is what shipped.
Selected screens
Due to company confidentiality, only a limited selection of screens can be shared publicly.
