MTS
A platform to manage real estate assets and their operations in real time.
Role
Product Lead & UX/UI Designer
Platform
Web
Team
1 Product Lead – 1 UX/UI Designer – 2 Full-stack Developers – 1 QA
Context
MTS manages real estate assets. Its operations include collecting administration fees, managing maintenance and rentable spaces, purchasing —integrated with the accounting software— and budget management.
Challenge
Build from scratch the new platform the company would use to run its operations. For 10 years, the previous platform had continued to grow until it became a “patchwork” of solutions: it solved specific needs, but it was making the operation and future development more difficult.
The challenge was to take the lessons and successful parts from those 10 years, keep what worked, redesign the flows that did not, and build a platform that could make the operation more efficient while creating the foundation to add AI agents in the future.
Solution
I led Discovery sessions with different areas of the company, including purchasing, operations, maintenance, and accounting. The goal was to understand how they worked, what they needed to achieve, and what results they expected from the new platform.
With this information, we identified the shared modules and the specific ones for each area. We built clickable wireframes to validate the main flows with users before development and used those learnings to build the product roadmap.
From there, we organized development in two-week iterations, making sure that each delivery added value and allowed us to keep learning as we moved forward.
20%
Improvement in operational efficiency
My contribution
I led the discovery process to understand how each business area worked and what it needed to achieve. I translated those insights into interactive, high-fidelity wireframe prototypes, using Figma’s AI tools to help shape the user experience. I also led the interface design.
I contributed directly to development, implementing specific features with support from AI coding agents and assisting with data migration.
I managed the client relationship throughout the project, coordinating communication and aligning expectations with the team’s work.
Results
20% improvement in operational efficiency, reducing the overall time spent on operational tasks across different areas.
We centralized key business processes in one platform, connecting areas such as operations, maintenance, purchasing, accounting, and budgeting.
We built a modular foundation for the product, making it easier to add new features and prepare the platform for future automation and AI capabilities.
Decisions
Centralize asset management in one platform. The previous platform had grown in a fragmented way over 10 years. We decided to reorganize the experience around the real business processes and centralize contracts, maintenance, purchasing, budgets, and suppliers.
Design independent but connected modules. During Discovery, we identified features shared across the organization and others that were specific to each area. We structured the product this way so each module could evolve without losing its connection with the rest of the operation.
Design for information-heavy workflows. Users needed to review large amounts of operational information and take action throughout the day. We prioritized clear tables, filters, statuses, and quick actions to help them find relevant information and complete their tasks.
What I would do differently
Start delivery while discovery continues. I would begin development once a workflow’s main steps, user needs, and constraints were clear enough to build and validate. Discovery could then continue across other areas while the team delivered value and tested assumptions.
Establish a client-side Product Owner from the start. I would agree on a clear decision-making owner early in the project, with the authority to resolve product and navigation questions. This would reduce reliance on committees and help the team move forward with fewer delays.
