International Motors (formerly Navistar) is a holding company that owns and produces International® brand trucks and engines, as well as IC Bus® brand school and commercial buses.
International brought us in to redesign dealer-facing software used to create and manage sales proposals. Dealers were working across multiple disconnected systems, and the legacy platform created friction, confusion, and slowed deal progression — which directly affected sales efficiency and close rates.
My Role: Senior Product Designer
Tools: Figma, Zeplin, Azure
Team: Product Manager, Design Lead, Senior Product Designer (3)
Outcome
Usability testing and post-prototype measurement showed strong gains:
Proposal creation experience satisfaction increased nearly 80%
PDF proposal design satisfaction increased about 95%
Prototype task success rate reached 95%
And we reduced dealer reliance from seven systems down to one unified workflow tool
Stakeholders described the redesign as a catalyst that created the blueprint for future platform direction.
Beginning
I joined as a Senior Product Designer about a year into the engagement and owned end-to-end design for several critical workflow stories. I worked closely with product and engineering in sprint cycles and contributed to both feature UX and design system evolution.
Process
Our team worked in two week sprint cycles, with 2-3 days of overlap from the previous sprint. Sprints started by gathering details and context for the given problem, to make sure everyone on the team had the information they needed to do their job. For me, I would start with design inspiration– looking at existing solutions that were similar to the challenge I was facing to see what ideas it may spark.
Early inspiration board for a story that centered around the log out process
Once I wrapped my head around the problem, and had a high-level idea of the solution, I would begin creating rough ideations on Figma, using our prescribed design system. In certain situations, it was necessary to either redefine or change an existing component, which was discussed and agreed upon with the larger design team.
Some of my design process, mapping out all of the screens and interactions that will need to occur for the experience to be successful.
We had design reviews 2-3 times a week where our team would share the progress we’ve made and received/gave feedback where necessary. Once the designs were ready to ship, we each created our portion of a presentation deck, along with our specific designs to share with the client and engineering team. At that time, the client and engineering team would ask questions, review challenges and either approve the design or request changes that needed to be made.
Once changes were updated and approved, our team would upload the designs and prototypes to Zeplin, and leave detailed annotations for any interactions or flows.
Conclusion
Our team rolled off of this engagement over the span of two months. Our clients were extremely happy with our work, with one stakeholder saying,
“YOU are the reason we are where we are. It was really the catalyst for change. You helped us create the blueprint for change AND design the future vision that got the dealers pumped up and organization pumped up. IBM is seriously on the top of my list for future endeavors. You guys rock!”