Work/Commuter Benefits

Commuter Benefits.

A product duct-taped together from three legacy systems. I rebuilt the experience without forcing a big-bang migration.

Project metadata

Client: Edenred
Role: Senior Product Designer
Team: 2 PM · 8 Eng · 2 Designers
Shipped: Q2 2023
Type: RefactorStrategy
Result: Won the Google contract

Friction

— Pain points for the customer

↗Multiple products had no cohesion.
↗Disjointed engineering efforts slowed new feature delivery and created inconsistency.
↗The product line was losing competitiveness and business opportunities.

My Role

— What I owned during the process

↗Implemented a new information architecture spanning the commuter product suite.
↗Built a design system to support a unified experience across products.
↗Drove collaboration across many stakeholders and teams.

Outcome

— What I shipped

↗Simplified workflows and cut setup and management overhead.
↗Improved demos and contributed directly to winning the Google contract.
↗Created a scalable platform foundation the team could keep building on.

The TL;DR.

Summary

I led the consolidation of multiple fragmented commuter products into a single cohesive platform backed by a new design system. The overhaul simplified workflows, reduced admin overhead, increased interest during demos, and helped the business win the Google contract.

Too many products. Not enough platform.

The Problem

Edenred's commuter benefits offering was a patchwork of standalone applications with inconsistent workflows, mismatched design patterns, and technical constraints that kept compounding.

That fragmentation hurt customers, slowed engineering, introduced QA issues, and made it harder to tell a polished enterprise story to prospects.

Key Decision

"Do we keep separate apps, or unify them into one platform?"

Incremental cleanup would have been safer for engineering in the short term, but it would not address the structural issues holding the whole product line back.

A shared platform shell and design system could solve the systemic problems faster than polishing each app one by one.

One platform. Less duct tape.

The Solution

Three products had to end up feeling like one. The work split into a frame that could hold them, the flows that ran through it, and the order they went live in.

One shell for three products

The first move was a platform frame that could house every commuter application under one coherent experience instead of a set of disconnected tools.

Rework the workflows

I mapped and rewired the end-to-end flows so individual tasks felt like one product journey rather than a handoff across apps.

Roll out in tiers

The customer-facing portal launched first, then the administrative side followed, which reduced risk and let production usage validate the approach.

Discovery first. Then consolidation.

The Process

Exploration

Three legacy products had to fit inside one shell. The wireframes were about finding the shared skeleton before arguing about pixels.

Participant detail skeleton

Tab layout, benefit balance chips, and the right-hand card panel were pinned down before the visual system existed to dress them in.

Step 01

Audit everything

I cataloged every commuter product and mapped the end-to-end journeys so the team could see inconsistencies, overlaps, and edge cases in one place.

Step 02

Build the system around the flows

The design system and information architecture were developed in service of the workflows, not the other way around, so the new platform stayed grounded in real tasks.

Step 03

Validate and roll out

Low-fidelity validation with stakeholders and customers surfaced issues early, then the phased rollout helped the team prove the new platform in production.

Shipped

The consolidated platform, rolled out customer-side first.

One participant, one page

Elections, subsidies, balances, card status, and spend gathered into a single participant view instead of four separate lookups.

Election history

Every election with its product, status, and total in one filterable table — the record admins were previously reconstructing by hand.

The admin landing

Program-level numbers up top, the participant roster underneath, and enrolment handled without leaving the page.

Spend, explained

Category and trend charts sit above the raw purchase history, so "where is the money going" gets answered without an export.

What worked. What got tricky.

Reflection

Tough spots

Winning engineering over to a shared system took longer than the design work itself did.
The flow edge cases were everywhere and easy to miss without deep auditing.
The team occasionally lost sight of the core workflows and had to re-center on what mattered most.

What went right

Once engineering bought into the design system, UI production accelerated noticeably.
Early prototypes generated a lot of customer interest and stronger demo energy.
Customers were eager for the updates, which made the iteration cycle productive.