The first challenge was speed. I entered a project already in motion, with a Tiger Team that had stitched together an MVP using existing RainFocus features to meet urgent client needs.

I partnered closely with the Product Manager leading the Tiger Team to:

• Understand how four acquired products were mapped to RainFocus features
• Learn where technical shortcuts had been taken for speed
• Identify which decisions were intentional versus reactive
• Document workflows that spanned multiple internal systems and tools

At this stage, there was limited clarity around who the true end users were, how often they used these tools, and where ownership lived across sales, marketing, and event teams. My role was to bring structure to that ambiguity.

I was responsible for learning and evaluating four complex tools that would normally warrant separate product teams.

Schedule Builder
A sales-driven agenda building tool that allowed AEs (Account Executive, Sales) to curate event schedules on behalf of attendees. I identified core UX challenges around impersonation, visibility, audibility, and trust. Key questions included how admins could see who made changes, how AEs selected attendees, and how this fit into RainFocus’s security model.

Special Interest Activities
Mini-events inside a main event with layered submission, approval, nomination, and attendance flows. The Tiger Team had creatively combined Sessions, Meetings, Live Tables, Dashboards, Workflows, and Email Programs to ship an MVP. My focus was understanding the mental model of SIA owners and AEs and identifying where the experience broke down due to technical workarounds.

Invite Groups
A capacity-controlled invitation system built on registration codes. I evaluated how non-admin users could safely manage invite lists, track status, and operate independently without exposing them to RainFocus’s complex admin UI.

Meetings
AE-requested and AE-nominated meetings with overlapping mechanics but different ownership and approval models. I focused on unifying these experiences so sales users did not need to understand internal RainFocus distinctions to accomplish their goals.

Across all four, I mapped personas, lifecycle stages, dependencies, and pain points into a single system view.

Through discovery, a clear insight emerged. The problem was not individual features. It was fragmentation. WebEvents Global had provided a dedicated AE Portal where sales users completed all event-related tasks in one place. The Tiger Team solution, while functional, forced AEs to jump between systems, workflows, and mental models.

The core UX opportunity was to design toward a unified, task-focused Sales Portal inside RainFocus that:

• Gave AEs a single entry point
• Allowed them to act only on accounts and attendees they owned
• Reduced cognitive load by hiding admin complexity
• Maintained flexibility for varied client use cases

This insight became the north star for all subsequent design work.

To validate assumptions, I met directly with the President and subject matter experts from WebEvents Global. Together, we walked through:

• The original AE portal experience
• Admin configuration and reporting workflows
• How different personas interacted with the system at different stages
• Why clients trusted and depended on this tooling

This step was critical. It allowed me to design with respect for existing user expectations while identifying where RainFocus could exceed the legacy experience rather than simply replicate it.

These prototypes served multiple purposes:

• Validated that knowledge transfer from the Tiger Team was accurate
• Made abstract workflows tangible for executives and engineering
• Enabled fast feedback on scope, feasibility, and sequencing
• Anchored conversations around user value instead of technical constraints

What would have taken weeks of iterative wire framing was compressed into days, without sacrificing clarity or intent.

The final outcome of my work was not a finished product. It was clarity.

I delivered:

• A unified UX vision for the Sales Acceleration module
• Clear articulation of user personas and their needs
• Identification of which Tiger Team solutions should be hardened, redesigned, or retired
• A recommendation to prioritize end-user experiences first, with admin configuration to follow

This direction gave product and engineering a shared understanding of what needed to be built next and why.

The first challenge was speed. I entered a project already in motion, with a Tiger Team that had stitched together an MVP using existing RainFocus features to meet urgent client needs.

I partnered closely with the Product Manager leading the Tiger Team to:

• Understand how four acquired products were mapped to RainFocus features
• Learn where technical shortcuts had been taken for speed
• Identify which decisions were intentional versus reactive
• Document workflows that spanned multiple internal systems and tools

At this stage, there was limited clarity around who the true end users were, how often they used these tools, and where ownership lived across sales, marketing, and event teams. My role was to bring structure to that ambiguity.

I was responsible for learning and evaluating four complex tools that would normally warrant separate product teams.

Schedule Builder
A sales-driven agenda building tool that allowed AEs (Account Executive, Sales) to curate event schedules on behalf of attendees. I identified core UX challenges around impersonation, visibility, audibility, and trust. Key questions included how admins could see who made changes, how AEs selected attendees, and how this fit into RainFocus’s security model.

Special Interest Activities
Mini-events inside a main event with layered submission, approval, nomination, and attendance flows. The Tiger Team had creatively combined Sessions, Meetings, Live Tables, Dashboards, Workflows, and Email Programs to ship an MVP. My focus was understanding the mental model of SIA owners and AEs and identifying where the experience broke down due to technical workarounds.

Invite Groups
A capacity-controlled invitation system built on registration codes. I evaluated how non-admin users could safely manage invite lists, track status, and operate independently without exposing them to RainFocus’s complex admin UI.

Meetings
AE-requested and AE-nominated meetings with overlapping mechanics but different ownership and approval models. I focused on unifying these experiences so sales users did not need to understand internal RainFocus distinctions to accomplish their goals.

Across all four, I mapped personas, lifecycle stages, dependencies, and pain points into a single system view.

Through discovery, a clear insight emerged. The problem was not individual features. It was fragmentation. WebEvents Global had provided a dedicated AE Portal where sales users completed all event-related tasks in one place. The Tiger Team solution, while functional, forced AEs to jump between systems, workflows, and mental models.

The core UX opportunity was to design toward a unified, task-focused Sales Portal inside RainFocus that:

• Gave AEs a single entry point
• Allowed them to act only on accounts and attendees they owned
• Reduced cognitive load by hiding admin complexity
• Maintained flexibility for varied client use cases

This insight became the north star for all subsequent design work.

To validate assumptions, I met directly with the President and subject matter experts from WebEvents Global. Together, we walked through:

• The original AE portal experience
• Admin configuration and reporting workflows
• How different personas interacted with the system at different stages
• Why clients trusted and depended on this tooling

This step was critical. It allowed me to design with respect for existing user expectations while identifying where RainFocus could exceed the legacy experience rather than simply replicate it.

These prototypes served multiple purposes:

• Validated that knowledge transfer from the Tiger Team was accurate
• Made abstract workflows tangible for executives and engineering
• Enabled fast feedback on scope, feasibility, and sequencing
• Anchored conversations around user value instead of technical constraints

What would have taken weeks of iterative wire framing was compressed into days, without sacrificing clarity or intent.

The final outcome of my work was not a finished product. It was clarity.

I delivered:

• A unified UX vision for the Sales Acceleration module
• Clear articulation of user personas and their needs
• Identification of which Tiger Team solutions should be hardened, redesigned, or retired
• A recommendation to prioritize end-user experiences first, with admin configuration to follow

This direction gave product and engineering a shared understanding of what needed to be built next and why.