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The impact / effort map

I mapped every candidate feature with the team on an impact / effort matrix, then sequenced delivery: ship the quick wins first for fast value while the big bets were designed in parallel.

From four problems to four moves

The research pointed at four clear problems with the legacy queue. I designed a deliberate answer to each.

The main ticket table

The heart of SysAid. I rebuilt it around scanability and speed - clearer hierarchy, status and priority cues, bulk actions and multi-select - so agents move through queues with far less friction.

BEFORE

AFTER

Ticket page & insight panel

I rebuilt the single ticket into a focused two-column view with a contextual insight panel (open SRs, relevant KB, time-to-repair) and a clear activity journey - plus complex reusable components like the multi-select assignee.

BEFORE

AFTER

The design system

I created and maintained the design system from scratch - color, typography, an icon set, and complex components with every state documented - so the whole platform stays consistent and ships faster.

Across the product lifecycle

I stayed close to the product from first research to post-launch measurement - not just the design phase. Each stage fed the next.

Before → after

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Classified means no interviews, no analytics, no recordings. So research became a discipline of proximity: recurring on-site sessions at the client's offices, where the operations manager walked me through how the current system is really used - the commands operators fire most, the failures they chase daily, and how critical uptime is to the whole operation. Every design decision traced back to that picture.

The system they had

This is the interface operators actually worked in before we arrived - a dense grid of near-identical panels, colour-coded state, and repeated controls with no hierarchy or search. Everything competed for attention at once. It set the bar the new system had to beat, and it is the reason a flexible, no-code, search-first console mattered so much.

The impact / effort map

With no analytics to lean on, prioritization came straight from the ranked frequent-actions inventory. I mapped every candidate on impact / effort and shipped the quick wins first while the big bets were designed in parallel.

Two concepts, one validated direction

Before committing to build, I ran a CDR - a Concept Design Review with the client and development - to validate a direction both operationally and technically. I brought two concepts to the table.

The client and development loved the tabbed workspace, and it earned the technical and practical validation to move forward - it became the operator console that follows.

The operator console

Live telemetry streams into configurable sections - sensors, meters, cameras, toggles and commands - while a status panel surfaces connection state and activity failures the moment they happen. Operators see, decide and act on a single screen, at speed.

Automated macros for maintenance & calibration

Routine check and calibration flows run as macros - step-by-step sequences with live progress, remaining time, and a drill-down into every failure with its recommended action. Work that used to demand deep technical knowledge became a guided flow operators move through quickly.

Browser-fast navigation

Screens live in tabs, and every new tab opens on search plus the most common pages with their quick actions attached - so reaching any screen or firing a frequent command takes seconds, not menus.

The system behind the system

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Real frames from the IAI design-system and Element Index files in Figma - the reference developers implemented against.

Trade-offs I made

Real programs are full of tension between the ideal design, engineering reality, and how people actually work. A few calls I owned:

Across the product lifecycle

In a classified program I owned the whole arc - from on-site discovery to a production system and the feedback loop that kept improving it.

Before → after

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Three problems, three moves

The impact / effort map

With a broad public audience and a real accessibility duty, I mapped every decision on impact / effort - shipping the quick wins that helped people find and book fast, while the big bets like accessibility and responsiveness ran in parallel.

From discovery to done

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A style guide to keep it whole

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Built for every screen

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Across the product lifecycle

As the sole lead designer I carried the portal end to end - from the brief with the PM and Clalit studio to an accessible, responsive product and a style guide that keeps it whole.

Before → after

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The market I designed into

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Who has to live in it

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One pipeline, four surfaces

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Feature by feature

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Six looks, one system

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An end-to-end design system

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Every feature is a script

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RAG Config Builder

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Selling it to the people who never log in

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Trade-offs I made

Where it stands

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