CASE Study
Suite management platform
I led the design of a Suite Management Platform connecting four SaaS products. The goal was to create a cohesive account experience, enable cross-product user management, and support sales of bundled product.
- B2B and B2C SaaS users: Organization Owners, Workspace Admins, Members
- ICP: Medium to Large companies various industries
(identified by conducting user surveys and analyzing existing customer base) - Indirectly: Sales and support teams, needing clearer account management flows
My role
Product Design Manager
- Scoping design requirements
- Aligning the cross-functional teams
- Defining information architecture
- MVP UI Library initiative and management
- UI design direction
- Hand off management
- Initiated the creation of a Suite design system
Context and problem
The company was bringing several independently built SaaS products into one suite, but account, organization, workspace, and subscription experiences had evolved separately across different technical foundations.
This created fragmented cross-product journeys at exactly the point where the business wanted to sell the products as one connected suite. We needed a shared management layer that could give users a consistent account context while creating a foundation for future cross-product workflows.
Constraints
The initiative operated within several constraints, including legacy user account structures, existing SSO and subscription models, limited backend flexibility, and an accelerated timeline that had already been impacted.
To meet delivery expectations, the initial release was scoped as read-only MVP, enabling faster rollout while reducing technical risk.
Additionally, the solution needed to support multiple entry points across products and platforms, including both mobile and desktop environments.
Early Ideation
Defining the MVP scope
Redirected early exploratory design efforts by rapidly developing a clickable prototype that clarified the product direction and aligned key stakeholders around a shared vision.
Due to incomplete alignment between product teams and inconsistent account models, early designs were diverging. I paused exploration and enforced a single prototype direction to prevent fragmentation before implementation began.
Note: Interface visuals in this case study are recreated representations of my design direction rather than production screenshots. Product names and logos are retained where they help explain the real cross-product context. “Blue Atlas” is an example workspace name.
Suite Alignment
Aligning existing products
I lead the design of a structured account management experience incorporating organization context, workspace management, user administration, and subscription flows, across multiple products. This included:
- Managing the creation of a global suite navigation, tying products together with a shared UX pattern of the main top nav bar and app switcher
- Introducing shared (cross-suite) flows and managing the expectations of multiple FE teams, as well as design sub-teams regarding their implementation
Login and Sign up were one of the first cross-suite flows, for these we made reusable components for all the suite products, branded them and made sure they are flexible enough to meet all the anticipated cases and changes in the future, as well as current products.
Impact
- I reduced the risk of further delays and confusion by providing proof of concept to cross-functional teams that helped further alignment
- I provided a clear visual and functional direction for the PM and development teams so they could start building while design refined which enabled faster incremental development of the platform
- Built a scalable foundation for future enhancements, such as invitations and subscription management flows, as well as MVP design library that grew into a design system for the whole suite.
Tradeoffs
Speed vs scope: We launched the first version as read-only, postponing some management functionality so the shared platform could reach users sooner.
Consistency vs product autonomy: Shared cross-product patterns were necessary for a coherent suite, while individual products still needed room for product-specific requirements.
Polish vs foundation: For the MVP, clarity and structural consistency took priority over visual refinement so we could validate the platform model before investing further.
DESIGN SYSTEM FOUNDATIONS
Defining a minimal viable design system
To make sure the future efforts have less friction, and can be easily scaled, I led the initiative to set up a minimal viable design system, later expanding it to meet more expectations and a grown team.
Screenshot of the MVP. Read more about further efforts in my SaaS Suite Design System case study.
MVP PLATFORM
Delivering and launching the MVP
My team and I shaped the rest of the UI, researched patterns and looked into all the suite’s products, and their requirements, to assure shared elements are aligned across products. This served us well as we continued using them for a long period of time before they needed some touch-ups.
The MVP was intentionally minimal, but its early performance supported continued investment in the platform.
Post MVP Efforts
Outcome and learning
The read-only MVP launched and established a shared management layer across the suite. It also created a foundation for later capabilities such as invitations and broader account management and subscription management.
The launch had a positive impact on Bundle plan sales metrics and supported continued investment in the platform.
In retrospect, I would have mapped cross-product dependencies and aligned teams around shared patterns earlier.
The project reinforced that cross-product UX problems are rarely solved by interface design alone...