Fetch Mission Control

Transforming Internal Ops into Scalable Enterprise Products and Infrastructure

Role: Enterprise Design Manager | Timeline: 3+ years
Impact: 5x team growth • 25+ tools consolidated • Campaign activation time cut by 75%

Context

As Fetch rapidly scaled toward becoming a public-ready business, its internal systems lagged behind—fragmented, manual, and misaligned. The company’s internal tooling lacked a shared vision, while external partners increasingly demanded access to data and insights.

Over the past three years, I’ve led the design and strategic transformation of Fetch’s internal infrastructure by turning scattered tools into a cohesive platform, now known as Mission Control. What began as internal ops tooling evolved into a strategic product used by partners like General Mills to manage campaigns and derive real-time insights.

Workflows spread across 15 + legacy apps, spreadsheets, tableau dashboards, and manually created reports

Team Impact:

Grew the enterprise design function 5x and facilitated design-centric collaboration across a wide spectrum of decentralized product and engineering teams.
Transitioned from lead IC to manager, while continuing to shape strategy, systems architecture, interactions, and execution.

Assisted in org design and leveling structure for ICs.
Oversaw successful promotions of 2 juniors to mid-level and 1 conversion of designer to product manager.
Established shared product and UX standards across fragmented teams and workflows.
Designed cross-functional collaboration models for partner-facing initiatives and internal tooling.
Acted as connective tissue across design, engineering, and product, helping to consolidate not just the tooling—but the mindset behind how internal platforms are built.

Slide from internal training showing a small sample of disjoint tooling.

The internal landscape posed multiple compounding challenges:

No Unified Design Language
→ Tools were visually and functionally inconsistent, contributing to inefficiencies and low adoption. Building for speed with high autonomy lends itself to further fracturing.
Under-Resourced Design Teams
→ Small team expected to support dozens of engineering squads with limited bandwidth due to complexity of problem spaces.
No Role or Permissions Logic
→ Without structured scopes, data access and actions were poorly defined, limiting scale, architecture and security.
Tool Sprawl and Duplicative Effort
→ Over 25 bespoke tools, build on different frameworks, with distinct authentication patterns emerged due to encouraged autonomy to solve overlapping problems, creating confusion, debt and missed opportunities.
Product Identity Crisis
→ What began as an internal tool started gaining external traction—but without a clear roadmap or governance model.
Data Cleanliness Impact on Reporting
→ The experience in an analytics tool is only as good as the data. Early attempts were heavily impacted by speed and accuracy of data queries.

Early animation tests for Mission Control loader

I partnered with the current CPO to reframe the initiative for the first time. This wasn’t just tooling—it needed to be an extensible platform. We co-created vision and training materials for monthly onboarding of new hires

Through cross-functional workshops and roadmap audits, I led the recognition that the system lacked foundational structure:

Scopes and Permissions
Alignment on Information Architecture
Insight Delivery vs. Raw Data Exposure

To achieve this end, I facilitated workshops that brought design, product, and engineering together to:

Define a unified system of access and navigation,
Prioritize platform capabilities over one-off tools
Identify opportunities for intelligent insight delivery using real-time data.
Build a solid foundation for our path to customer self-service beyond the internal and managed service experiences.

Scopes and Permissions
Alignment on Information Architecture
Insight Delivery vs. Raw Data Exposure

To achieve this end, I brought the team together to facilitate workshops that brought design, product, and engineering together to:

Define a unified system of access and navigation,
Prioritize platform capabilities over one-off tools
Identify opportunities for intelligent insight delivery using real-time data.
Build a solid foundation for our path to customer self-service beyond the internal and managed service experiences.

Scopes and Permissions
Alignment on Information Architecture
Insight Delivery vs. Raw Data Exposure

To achieve this end, I facilitated workshops that brought design, product, and engineering together to:

Define a unified system of access and navigation,
Prioritize platform capabilities over one-off tools
Identify opportunities for intelligent insight delivery using real-time data.
Build a solid foundation for our path to customer self-service beyond the internal and managed service experiences.

Celebrated wins along the way

Partner-Facing Wins

85%+ active usage from enterprise partners, with many logging in daily to analyze campaign performance.
Earned praise from clients like General Mills, citing usability, polish, and clarity. (Often favorably compared to tools from iBotta, Google and Meta)
Beta partners expressed enthusiasm despite current read-only limitations, validating roadmap direction.

Internal Efficiency Gains

Consolidated or replaced 25+ legacy tools, significantly reducing maintenance complexity and UX sprawl.
Cut campaign onboarding time from 3+ weeks → <1 week, improving speed-to-market.
Increased accuracy of budgeting and forecasting through improved data hygiene and UX clarity.
Reduced internal support requests due to more consistent design patterns and documentation.

Internal Efficiency Gains

Consolidated or replaced 25+ legacy tools, significantly reducing maintenance complexity and UX sprawl.
Cut campaign onboarding time from 3+ weeks → <1 week, improving speed-to-market.
Increased accuracy of budgeting and forecasting through improved data hygiene and UX clarity by overseeing features that addressed things like real-time cost usage, forecasting, and more accurate fraud overage amounts.
Reduced internal support requests due to more consistent design patterns and documentation.

Looking forward

We also launched internal AI experiments to automate noisy dashboards into contextualized, actionable guidance—a critical step toward building trust with external enterprise users while serving them on-demand value.

Cultural Contribution

Design transformation wasn’t limited to tooling—it extended into how the company works:

Org Design: Helped build distributed collaboration models with VP of Engineering for frontend and define managed service for implementations organizations.
DesignOps & Enablement: Created onboarding guides, shared frameworks, and playbooks to reduce ramp time for engineers and PMs.
AI Advocacy: Championed automation and machine intelligence to eliminate brute-force work and reduce cognitive overload, while laying down groundwork and governance guidelines for product, design and leadership.
Cross-Disciplinary Alignment: Fostered stronger collaboration across disciplines by introducing shared design rituals and tools while serving as administrator for Figma and Fullstory.
Outreach and Mentorship: Built relationships, and hosted speaking engagements at UIUC Champagne Urbana UX Days 2024 and University of Wisconsin Madison design programs

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Reflection

Mission Control continues to evolve—but the foundation is now extremely solidified and in rapid development. We've moved from fragmented systems and duct-taped workflows to a centralized, strategic platform—built with scale, and external extensibility in mind.

Scaling design isn’t just about adding headcount—it’s about removing friction, and building systems that enable others.