As Fetch's first enterprise designer, I inherited 25+ disconnected tools and a sales motion that couldn't scale. Built Mission Control (now FAST by Fetch) over 3.5 years, grew the team from 1 to 5, and shifted Fortune 500 partners from emailing the Fetch team for reports to logging in themselves. 92% of them now do, weekly.
Role:
Lead Designer & Enterprise Design Manager
Team(s):
5 Designers + Cross functional collaborators
Timeline:
3.5 years
Outcome:
92% weekly active enterprise partners, 25+ legacy tools deprecated, 75% reduction in partner onboarding time, 5x team growth
As Fetch scales toward an exit strategy, internal systems lagged—manual, fragmented, and lacking a shared vision.
External partners, and investors alike began demanding better access to campaign data and insights
92%
weekly 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
Mission Control Vision
I partnered with our Chief Product officer to frame the initiative.
What was previously strictly internal tooling, became the the foundation of a scalable platform and an essential companion to our consumer app.
However, we needed buy in, and a strategic approach.
Most complex plans start with architecture. Mission Control was no different.
After auditing our operations and identifying opportunities, it became clear that we were offering white-glove service to every partner. To scale, that had to change. I led a shift toward a model where partners could onboard themselves.
I built a sitemap to assist with property lines between internal and external experiences
After multiple iterations from marketing, I adopted this proposed logo application for Mission Control that leaned into some brand equity from the consumer app.
I even prototyped animation tests leveraging the logo as a loader for Mission Control loading states (but this was only needed for the heaviest of data queries)
By adopting a UI kit, I was able to quickly prototype these early iterations of Mission Control, to vet with steering committees and partners alike.
Over time, our UI Kit needed some help maturing, so naturally they got more systematic with styles, tokens and components.
Laying the foundation was easy—driving adoption wasn’t. I brought in marketing design early to brand Mission Control and shape the UI with a real visual language.
In parallel, I built investor-facing concepts using actual sales data from partner QBRs—because seeing is believing.
Once aligned, I partnered with engineering to build out our style and component library, bringing the vision to life.
Success hinged on Mission Control integrating with the broader org. We launched an internal campaign framing it as mission critical, linking it to the Partner track of the Fetch Flywheel.
I co-developed a “Fetch U” session with Product and People Experience, then led it in exec and new hire onboarding—using it to champion the vision and spark internal momentum.
In 2023, leadership set a bold policy: everything in real-time. That exposed data quality gaps and created real UX complexity.
I lead vision of “graceful” real-time displays to spark scope conversations with engineering, while interviewing sales and partners on their need for speed.
The work reshaped the 2024 roadmap and drove a necessary reassessment of the policy itself.
As tech evolved rapidly, I pushed to bring Fetch along with it.
I did so by modeling ethical AI adoption through advocacy and documentation, and practical pilots (the first of which was in the form of a hackathon win. 🏆) but also included automation practices like a content review of that reviewed and flagged 18,000+ images in seconds vs weeks.
Those findings resulted in a framework for business leaders and teams alike that I have published here with a public whitepaper.
Pressure-test your AI decision.
Pick the question closest to where you're stuck. Take the framework with you.
Leadership said go. Now what?
The failure mode is rarely the technology. It's a mandate with no workflow attached, so three disciplines hear “go” and move in three directions.
Design Leadership and Cultural Contributions:
Scaled enterprise design 5x, leading a distributed team while shaping platform strategy and execution.
Co-created org leveling; mentored 3 through major growth (2 promos, 1 PM pivot).
Unified UX and product standards across fragmented workflows.
Designed collaboration models—like the Design Snapshot—to tie work to measurable impact.
Org Design: Partnered with the VP of Engineering to shape distributed collaboration models and define managed services for implementation teams.
DesignOps: Built onboarding guides, frameworks, and playbooks to speed up ramp time for engineers and PMs.
Cross-Functional Alignment: Led shared design rituals and tools, and managed platforms like Figma and Fullstory.
Outreach & Mentorship: Spoke at UIUC UX Days and UW–Madison, while building lasting mentorship relationships.
Design org levelling framework
Design Growth Snapshot - a framework intended to tie design efforts to real measurable goals
Reflection
Mission Control has since evolved into "FAST" by Fetch, but the product foundations were solidified during my tenure. 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 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.