top of page

Greenworks operates at the intersection of

high-consideration commerce, hardware complexity,

and lifecycle ownership. Customers must navigate tool compatibility, battery systems, property-specific needs, and post-purchase management, all within a fragmented ecosystem of experiences.
 

As the platform scaled, experience inconsistency, decision friction, and system-level gaps began to impact conversion, retention, and operational efficiency directly.

1000+

Patents Published

500+

Product Catalogue

4

Business Verticals

10+

Countries 

Case Studies

Key Case Studies

#1 Overview & Initiatives

Fragmented UX to Scalable Experience Strategy

Built the UX strategy and operating model that aligned teams, embedded user-centered thinking, and enabled scalable execution across web and app.

Explore →

#2 Design Systems

UX Infrastructure for Scale

Created a unified design system to standardize experience quality, accelerate design to dev workflows, and support experimentation at scale.

Explore →
Group 1000004077.png

#3 AI: My Garage

Decision Support Through Personalization

Created a personalized, signal-driven recommendation flow that adapts to user context and behavior to improve engagement and relevance across product discovery.

WIP
Untitled design (3).png

#4 Experience Overhaul

Designing Decisions, Not Just Pages

Redesigned PDP, PLP and Dashboard experiences to clarify comparison and buying decisions, driving higher conversion, AOV, and lower bounce.

WIP

Fragmented UX to Scalable Experience Strategy
How Greenworks’ Design System Enabled Platform Consistency and Speed

​Tools

Figma | JIRA | Google Docs | Adobe Creative Cloud | GA4 | Shopify Analytics

Role

Lead UX Designer | Experience Strategy  | UX Foundations

Deliverables

  • UX principles & decision frameworks

  • Experience architecture across discovery, purchase, ownership, and AI flows

  • UX operating practices  

    • quality reviews, alignment rituals, insight synthesis

  • Measurement model connecting UX decisions to business outcomes

Impact

↑~30%

task completion across priority journeys

↑~45%

design-to-dev handoff efficiency

6+

Coversion and retention focused initiatives

My Role

At Greenworks, I operated at a platform and systems level, owning UX foundations, decision frameworks, and cross-team alignment across multiple commerce, systems, and lifecycle surfaces.

 

I partnered closely with Product, Engineering, Data, and Marketing to:​​

Set Experience Direction

Defined UX principles and decision frameworks across the end-to-end customer lifecycle.

Establish Scalable UX Foundations

Built design systems and patterns to enable consistency, reuse, and faster execution.

Drive Insight-Led Decisions

Ensured research and behavioral data informed prioritization and design trade-offs.

Lead Platform-Level Initiatives

Owned high-impact initiatives across commerce, lifecycle, and AI-assisted experiences.

The Team​

Gray White Modern Company Organization Structure Graphic Organizer (2).png

What I Heard?

As I worked closely with different teams, similar frustrations surfaced, expressed differently, but rooted in the same gaps.

Problem framework.jpg

What I Realized

Teams wanted clarity:

The challenge wasn’t resistance to UX.

It was the absence of structure.

When should

UX be involved?

How do we make decisions consistently?

UX needed to move from

helpful but optional to

predictable and trusted.

What does “good UX” mean here?

How do we know we’re improving?

Goals: Key KPI's

Conversion Rate

discovery

purchase

post-purchase journeys

Retention & Engagement

Platform velocity & scalability

stronger account ownership

lifecycle experiences

shared systems patterns

reusable components

Friction points across path

unifying flows and reducing cross-platform inconsistencies

Time to decision

faster discovery,

clearer decision-making, and streamlined actions

Support dependency

improving self-service flows and ownership tools

Instead of asking,

“What should I design?”

​

I started asking,

“What system would make a better design inevitable?”

The Shift

Building the Foundation

Business Alignment

In a fast-moving environment, decisions were often made based on:

​​​​

  • Past experience

  • Strong opinions

  • Time pressure​

​

Even strong UX ideas stalled when they weren’t clearly tied to business outcomes.

​I began reframing UX conversations away from features and toward: Goals, Trade-offs, Impact

​​

Ensuring that:

  • UX decisions mapped to business priorities

  • Stakeholders saw design as a strategic lever

  • Success could be discussed in terms of leadership  that cared about

​

UX needed to speak the language of the business to earn influence.

Research-Driven Decisions

I repeatedly heard variations of:

​​

  • “How does this help the business?”

  • “Is this worth prioritizing right now?”

 

This created inconsistency and repeated debates.

Instead of positioning research as a “phase,”

I treated it as decision support.​

​

This supports:

  • Reduce opinion-led back-and-forth

  • Ground discussions in observable behavior

  • Create confidence when trade-offs were necessary​

Research wasn’t about validation; it was about clarity.

UX Culture & Education

Early on, I noticed that most UX friction wasn’t about disagreement; it was about misunderstanding.

​

  • Engineers weren’t sure why certain UX decisions mattered

  • Stakeholders interpreted UX feedback as subjective

  • Designers had to re-explain the rationale repeatedly

​

This told me the issue wasn’t skill, it was shared context.

I realized UX needed to function as a shared language, not a specialized function.

 

This emerged to:

  • Create common principles that teams could reference

  • Make design rationale explicit and reusable

  • Build trust by demystifying UX decisions​

UX couldn’t scale without shared understanding.

Cross-Channel Ideation

I noticed teams were solving problems in isolation:

​​​​

  • Web decisions didn’t consider app implications

  • Purchase experiences didn’t connect to ownership

  • Lifecycle touchpoints were treated as afterthoughts

​

This fragmented the user experience.

I began stepping back and asking: ​

  • “Where does this experience start?”

  • “Where does it actually end?”

​

This helped:

  • Break channel silos

  • Encourage end-to-end journey thinking

  • Ensure experiences felt cohesive, not stitched together

Users don’t experience products in channels; they experience journeys.

Roadmap & Scale

Even when alignment existed, I saw good ideas fail because:

​​​​

  • Everything felt equally important

  • Teams lacked sequencing

  • UX work reacted to roadmaps instead of shaping them

​

I started focusing less on what we should design and more on when and why.​​

​

This helped to:

  • Size opportunities realistically

  • Balance quick wins with foundational work

  • Ensure UX decisions aged well as the platform grew

Good UX at scale is as much about timing as it is about quality.

Problem framework (1).jpg

Making Structure Real: The UX Operating Rhythm

Problem framework.png

Where I Faced the Most Friction

01

Balancing short-term delivery pressure with long-term system thinking​

02

Gaining alignment without formal authority​

03

Proving value before metrics were mature​

04

Introducing structure without slowing teams down

I addressed these by:

Problem framework (2).png

Measuring Progress

Problem framework (1).png
bottom of page