A contract should not depend on memory and side spreadsheets.
I led the redesign of the Energy contract workflow inside Salesforce 360, from measuring the problem through operational follow-up after launch.
The starting point
Contracting crossed credit, registration, documents and signing. Manual steps, missing fields and informal workarounds reduced visibility and created rework.
My role
Senior Product Designer. Quantitative and qualitative research, workshops, service blueprinting, information architecture, prototyping, testing and delivery detailing. Figma, Miro, Notion and Typeform.
The constraint that shaped everything
Lubricants, Fuels and Energy shared a single Salesforce org. Any workflow change could hit three verticals at once, so the design had to solve Energy without breaking the others.
62%of contracts were signed manually, bypassing the automated systemPRINAD + SCOREcritical credit information with no dedicated field in the system3 teamsRegistration, Credit and Integrity acting on the same contract
From process to interface
Before designing screens, the work was to measure the problem and make the operation legible to the people who relied on it every day.
01
Measure
A quantitative satisfaction survey with Salesforce 360 users, tabulated by team for a granular read.
02
Dig in
Three workshops with Registration, Credit and Integrity, a service blueprint of existing flows and one-to-one interviews with key users.
03
Design
High-fidelity Figma prototypes on the Salesforce Lightning Design System, with three rounds of unmoderated testing.
04
Implement
Technical refinement with Engineering, user stories with the PO and documentation in Confluence.
05
Follow through
Shadowing two key users on launch day, a Power BI dashboard and weekly feedback sessions for a month.
Project artifacts
The research that sized the problem and the screen that closed the gap users mentioned most.
01Satisfaction survey
A quantitative instrument run with Salesforce 360 users and tabulated by team.
02Critical fields inside Salesforce
Score and PRINAD gained dedicated fields in the workflow, next to the proposal history.
The contracts chapter
The solution organised critical information, business rules and next steps so teams could understand what was missing, who needed to act and where each contract stood.
01
Information
Critical fields and documents visible when they were needed.
02
Decision
Open items, rules and owners brought into the same workflow.
03
Follow-through
Clear status to move a contract forward before and after signing.
From interface to operation
The work did not end with a prototype. Delivery included what the workflow needed to reach production, be observed and evolve through use.
Refinement
Partnering with Engineering to close behaviours and edge cases.
Stories
User stories with Product and acceptance criteria.
Documentation
Confluence, style guide, interactive flows and specifications.
Monitoring
In-app feedback and a Power BI dashboard tracking adoption and processing time.
The design decision
Rather than creating another layer for the operation to check, I put status, open items and next actions in the environment the team already used.
What changed
The workflow reduced manual dependencies and made contracting clearer and easier to follow.
92%automated processing and signing, above the 90% target5d → 1.5daverage contract time96SUS measured in testing
What came next
After the Energy operation matured, I led Design on BTS, Back to Standard. The Salesforce org had grown too far and held lead management, opportunities, contracts and live contract operations in the same place.
01
Stays in Salesforce
Lead and opportunity management, where the tool actually pays off.
02
Becomes its own product
Contracts and operations move into specialised systems.
03
Connects through APIs
Integrations and shared data instead of a monolith.
I am looking for teams that treat design as part of product decisions, and companies that need to turn complex problems into better digital products, experiences or operations.
