Back to Portfolio
press Enter

Fetch Mission Control

Transforming Internal Ops into Scalable Enterprise Products and Infrastructure
While Building and Scaling a Team from the Ground Floor

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

Context

As Fetch scaled toward an exit strategy, internal systems lagged—manual, fragmented, and lacking a shared vision. External partners also began demanding better access to campaign data and insights.

Over the past three years, I led the transformation of Fetch’s internal tools into a cohesive platform—Mission Control—now used by partners like General Mills to manage campaigns and gain real-time insights.

Key Challenges in the Internal Landscape

No Unified Design Language
Visual and functional inconsistency led to inefficiencies and low adoption. Speed and autonomy accelerated fragmentation.

Tool Sprawl and Duplicative Effort
25+ bespoke tools, built on varying frameworks with different auth patterns, led to duplication, confusion, and technical debt.

Tool Sprawl and Duplicative Effort
25+ bespoke tools, built on varying frameworks with different auth patterns, led to duplication, confusion, and technical debt.

Key Challenges in the Internal Landscape

No Unified Design Language
Visual and functional inconsistency led to inefficiencies and low adoption. Speed and autonomy accelerated fragmentation.

Tool Sprawl and Duplicative Effort
→ Over 25 bespoke tools, build on different frameworks, with distinct authentication patterns emerged due to a culture of encouraged autonomy. These experiences addressed overlapping problems, creating confusion, debt and missed opportunities.

  • Thinly Resourced Design: A small team was stretched across dozens of complex engineering squads.

  • Lack of Roles & Permissions: No structured access model, limiting scalability, architecture, and security.

  • Dirty Data, Weak Insights: Poor data hygiene undermined analytics accuracy and usability.

  • Unclear Product Identity: Internal tooling gained external traction, but lacked a clear roadmap or governance model.

  • Large-scale Business Pivots: from measurement methodologies to technical first-order principles.

  • Thinly Resourced Design: A small team was stretched across dozens of complex engineering squads.

  • Lack of Roles & Permissions: No structured access model, limiting scalability, architecture, and security.

  • Dirty Data, Weak Insights: Poor data hygiene undermined analytics accuracy and usability.

  • Unclear Product Identity: Internal tooling gained external traction, but lacked a clear roadmap or governance model.

  • Large-scale Business Pivots: from measurement methodologies to technical first-order principles.

Other Challenges Faced
Other Challenges Faced
Key Challenges in the Internal Landscape

No Unified Design Language
Visual and functional inconsistency led to inefficiencies and low adoption. Speed and autonomy accelerated fragmentation.

Tool Sprawl and Duplicative Effort
25+ bespoke tools, built on varying frameworks with different auth patterns, led to duplication, confusion, and technical debt.

Tool Sprawl and Duplicative Effort
→ Over 25 bespoke tools, build on different frameworks, with distinct authentication patterns emerged due to a culture of encouraged autonomy. These experiences addressed overlapping problems, creating confusion, debt and missed opportunities.

  • Thinly Resourced Design: A small team was stretched across dozens of complex engineering squads.

  • Lack of Roles & Permissions: No structured access model, limiting scalability, architecture, and security.

  • Dirty Data, Weak Insights: Poor data hygiene undermined analytics accuracy and usability.

  • Unclear Product Identity: Internal tooling gained external traction, but lacked a clear roadmap or governance model.

  • Large-scale Business Pivots: from measurement methodologies to technical first-order principles.

Other Challenges Faced
Mission Control
Mission Control

I partnered with the CPO to frame the initiative—not just as tooling, but as the foundation of a scalable platform. This required vision casting, so we worked with our studio team on a brand that we could roll into the existing scaffolding I had crafted, as well as training materials for monthly onboarding of new hires and execs, alike.

Some training materials from "FetchU" course

Execution
Execution
Execution

Through internal and partner interviews, audits, and contextual research, I partnered with product and engineering leadership to shape strategy, set OKRs and influence roadmap priorities.

I translated product goals into clear design direction and collaborated with my team and the cross-functional partners to bring them to life.

To solve, I led cross-functional workshops to align design, product, sales, operations and engineering on a shared foundation:

  • Platform-first approach over isolated tools including unified access, navigation, and role-based permissions

  • Real-time, AI-driven insight opportunities

  • A roadmap toward scalable self-service beyond internal ops

Wins along the way
85%
daily usage

enterprise partners with offers active in consumer app

roadmap validation

read-only access confirmed directionality

100%
positive sentiment

client praise experience for usability and polish

25+
legacy tools deprecated

reducing tech debt and UX fragmentation

75%
partner onboarding time

3+ weeks reduce to under 1

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.

  • 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 participated in speaking engagements at UIUC Champagne Urbana UX Days 2024 and University of Wisconsin Madison design programs

AI Advocacy: Championed automation to cut brute-force tasks and reduce cognitive load. Sparked excitement for AI through a winning company-wide hackathon project, collaborating with ML engineers and producing engaging video content. I also established foundational governance for ethical, responsible use.

read ethical AI whitepaper

read ethical AI whitepaper

read ethical AI whitepaper

read ethical AI whitepaper

read ethical AI whitepaper

Team Impact:
  • Scaled enterprise design 5x; led a distributed team while shaping platform strategy, architecture, and execution

  • Co-created design org leveling mentored 3 career growth milestones (2 promotions, 1 PM transition)

  • Unified UX and product standards across fragmented workflows

  • Designed models for effective cross-functional collaboration, internal and external

  • Bridged gaps across product, design, and engineering to align tools (and mindsets) around platform thinking

Design org levelling framework

Reflection

Mission Control continues to evolve, but the foundation is now extremely solidified and in rapid development. From fragmented systems and duct-taped workflows to a centralized, strategic platform it was extremely rewarding to see the progress.

What started as a dream 3 years ago for shaping noisy dashboards into contextualized, actionable guidance is becoming a reality thanks to advancements in AI and LLMs. With the groundwork laid, I feel confident that the critical step of establishing trust was successful and it's only up from here.

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