Workspace marketplace

The product is a digital marketplace for flexible workspace — meeting rooms, virtual offices, flexible office space and coworking memberships — running continuously at scale, across devices, markets and languages.

The business grew by acquiring its direct competitors. Each acquisition arrived as a finished product with its own history, so the group ended up running four platforms that sold the same thing in four different ways — and each brand was meant to stay distinct, because its audience and market were the reason it had been bought.

The cost showed up in the product, not in the branding. The same user need had four implementations to maintain; a customer moving between group sites met four sets of expectations; and every new feature had to be specified, built and tested four times. Scaling was the problem — consistency was just where it surfaced.

• Duplicated product work — four teams independently solving the same journey, then maintaining four versions of the fix.
• Inconsistent journeys — the same task behaved differently per brand, so expectations learned on one site didn't transfer to the next.
• Complexity grew with every release — each addition multiplied by four, which made the group progressively slower.
• Differentiation had to survive it — the brands couldn't be merged into one look; their identities and markets were the asset.

I joined as a Senior UX/UI Designer and grew into Design Lead. What I owned was the product experience across the four brands: which journeys had to behave the same everywhere, which decisions each brand kept for itself, and how both could hold while the group kept shipping.

I worked as a senior individual contributor with a leadership remit — setting direction through decisions and standards rather than through process. Getting four product teams onto one set of patterns was a matter of establishing them clearly, arguing them from evidence, and making them concrete enough for engineering to build against.

• The shared product experience — the search-to-enquiry journey and the patterns behind it, across all four brands.
• Cross-brand alignment — bringing product, BA and engineering to one agreed set of patterns, and documenting the decisions so they held without me in the room.
• Scalable foundations — pattern architecture, states and rules, built in Figma as themeable libraries with variables and variants so each brand could re-skin and localize without forking them.
• Hands-on craft — full design cycles on the hardest flows, wireframes through clickable prototypes.

The system was the answer, not the objective. What the group needed was for the same product decisions to hold in four places at once — so I translated those decisions into patterns teams could build against.

Every brand kept its own design system — its own UI kit, palette and type. What I standardized sat underneath: the user flow, interaction patterns, component logic and information architecture. So the same search → listing → enquiry journey behaved the same everywhere, while each site still looked unmistakably like itself.

That's the balance the project turned on — consistency of experience without sameness of appearance. A change to the journey could carry across brands; each brand kept its recognition; and designing a pattern once, then theming and localizing it, meant a new page started from an agreed position instead of a blank one.

• User flow & IA — the search-to-enquiry journey and navigation logic.
• Interaction patterns — the same behaviours, states and rules across brands.
• Component logic — how a listing card, filter or form works, regardless of skin.
• Accessibility rules — one bar for usability and inclusivity everywhere.

• Brand & identity — logo, tone, imagery kept fully distinct.
• Design system — each brand's own UI kit, colour palette and typography.
• Localization & direction — language and layout, including RTL for Arabic markets.

On top of the shared foundations, I led the redesign of existing functionality and static pages — and a from-scratch rethink of the core portal functionality.

Working from research and competitor analysis with the business analyst, we reconceived the functionality rather than re-skinning it. I ran the entire design cycle independently — wireframes through clickable prototypes — and every step was optimized against A/B tests and data-driven insights instead of settled by preference.

Because the flows were tested rather than argued, the redesign shipped with measured improvements to task completion and conversion — the figures themselves sit under NDA.

• Core portal functionality — reconceived end-to-end, then built from wireframes to clickable prototype.
• Search & listing flows — the path from browsing workspaces to enquiry, streamlined step by step.
• Static pages — brought onto the system and optimized for clarity and conversion.
• Every step A/B-tested — decisions backed by data, not opinion.

A marketplace this size has to work everywhere — every device, every language, every reading direction, every touchpoint.

I developed adaptive, responsive systems that scale across devices and platforms, localized across the group's markets — including right-to-left layouts for Arabic markets (one of the brands, serving the Gulf). RTL isn't a translation; it mirrors the whole layout, so the shared flow had to hold up flipped, not just re-labelled. Working across all four sites and their teams at once meant every pattern had to be legible to product, engineering and marketing simultaneously — which is what kept delivery consistent at that scale.

I also designed the supplementary offline materials for the sales and marketing teams — building reports, mapping and detailed reports.

That closed the loop: the experience stayed consistent all the way from a printed building report to the live digital platform, so the brand message and feel held together across every point of contact.