I connect strategic UX design with production-ready web development enabling US-based agencies to design, build, and launch high-converting websites in alignment with business goals.
I combine strategic UX design with production-ready web development to help US-based agencies efficiently launch high-converting websites aligned with business objectives.
✅ UX/UI & Prototyping: Designing clean, accessible, and intuitive digital experiences in Figma.
✅ Full-Cycle CMS Development: Building and launching production-ready sites on Webflow, WordPress, and Shopify.
✅ Conversion & Analytics: Using Hotjar and Google Analytics to optimize user journeys and boost site performance.
✅ Design Systems: Creating organized Figma libraries and reusable components that streamline developer handoffs.
During this phase, I define goals, scope, and user needs. I also research competitors.
I design early-stage ideas through wireframes to test functionality and ease-of-use.
Typography, layout, color and micro-interactions help me create a stunning product.
With enough feedback from users and developers, I continue to make things better.
Sayhello, a creative agency, ran into big problems with its in-house project management tool, Orders. Built in 2021 to make work easier and boost team efficiency, Orders became hard to use and overloaded with features. This frustrated the team so much that many stopped using it. Fixing these issues was key to winning back trust and showing why a redesign mattered.
Fast forward to 2024, I conducted a series of interviews and user testing with the old version of Orders. I was able to identify the following:
To tackle these problems, I led the redesign project, collaborating closely with three developers. I defined the overall strategy, gathered user requirements, shaped the product vision, and oversaw the design process. I also led user interviews and stakeholder workshops to ensure our solutions were grounded in real team needs. I organized a three-phase redesign project:
Phase 1: Define scope
Define Scope: Collaborating closely with key stakeholders, we held a series of workshops, one-on-one interviews, and distributed short surveys to gather a range of perspectives.
These methods helped us surface real pain points and opportunities, allowing us to establish the core functionalities for the revamped Orders. By ensuring their needs and feedback directly shaped the redesign process, we built trust and buy-in from the start.
Phase 2: Interface Redesign
We conducted one-on-one interviews, shadowed team members during their daily workflows, and ran short usability tests to better understand their frustrations and needs. This mix of research methods helped team members feel listened to and valued, which was important for building trust in the redesign. Using their feedback and what we learned, we:
Phase 3: Iterative Improvements
We kept improving the redesign through ongoing feedback and updates.
The new version of Orders has been a big success.
Visible Outsource is a consulting firm focused on personalized HR solutions. They work with businesses to help them find the right people—not just to fill seats, but to grow teams that thrive.
In October 2023, they came to us with a clear concern: their job-seeking platform was falling flat. Sign-ups were low, engagement was declining, and the user experience wasn’t holding up. The result? They couldn’t confidently pitch their subscription service to recruiters and HR teams. The product simply wasn’t working the way it needed to.
The heart of the problem was this: the platform had to serve both software engineers looking for jobs and recruiters trying to hire them. Those are two very different user journeys, but they were crammed into a single, outdated system.
Our job was to redesign the experience for both sides—making it easy for engineers to find the right roles and giving recruiters the tools to quickly spot strong candidates.
We didn’t just give the interface a facelift—we restructured how users moved through it.
A major upgrade was the introduction of multi-step forms. These acted like mini workflows: for engineers, it meant entering skills and preferences in a way that surfaced real matches instead of generic listings. For recruiters, it streamlined the process of defining a role and reviewing candidates without digging through irrelevant profiles.
Behind the scenes, we also worked closely with the client to improve content management. Job listings became easier to update regularly, keeping the platform fresh and relevant.
We tackled the project in two main phases:
In 2025, I was working at a marketing agency in the U.S. when a BPO company from Panama reached out. Their website was outdated and struggled to turn leads into repeat customers. At the time, their monthly website traffic averaged about 1,700 visits, with a conversion rate below 20% and low job application completions. They faced several issues: their products and services felt disconnected, navigation was confusing, and important pages had serious accessibility problems.
Key pain points:
It's worth mentioning that our CMO first helped the company with their positioning and sales processes before we started working on the website.
During this project, I focused on three main areas:
I worked closely with the company’s marketing team to standardize the elements they wanted on the site. After gathering their feedback, I suggested two options for bringing their new brand kit into the website. Once we chose an optimal approach, I built a small UI library in Figma. This helped the team keep things consistent across pages and made future updates easier.
I began by reviewing their user flows to find issues with navigation, accessibility, and conversions. Here’s what I found:
Once I found these issues, I teamed up with my CMO to create new user flows, which we later turned into wireframes. While he worked on the content, I designed the layouts for the new pages. We decided to use templates for the services, industries, locations, and blog pages, while the rest would stay as standalone pages.
Before starting the build, I backed up the current website. I then cleaned up the environment by removing any plugins, widgets, or third-party resources that the website didn’t need. As usual, I set up a standard WordPress theme and made sure the most important parts of the existing site stayed intact.
Since the project was large and my CMO was busy updating content, I needed a flexible design. Rather than following a step-by-step process, I started by building components from the UI library and page templates as the foundation.
I built several sections as global components instead of individual elements. This saved time and made it easier to handle the many revisions and weekly reviews with my CMO and Iterum’s marketing team. To keep the project organized, I created a shared Trello task board to track progress on each page, log feedback, and assign action items after every review session.
I collected feedback from all stakeholders in Google Docs and consolidated comments into clear tasks before each update cycle. As I finished each set of pages, I tested them for performance, accessibility, and responsiveness. After my CMO and the BPO company’s marketing director approved them, I published them one by one.
One of my first projects at Spark was leading the agency’s website redesign and development. After a brand refresh in August 2024, I led the entire process, from planning to launch. I managed everything from discovery and information architecture to wireframing and building the site in Webflow, using both templates and custom code.
I handled front-end development, prototyped in Figma, and ensured new features were technically feasible. When I needed collaboration, I worked with the marketing director on content and teamed up with the graphic designer to bring brand visuals into the site. I set project priorities, managed timelines, and gathered feedback to deliver a website that generated leads and made an impact.
Key pain points:
I mainly used Webflow to build and manage the website, adding custom HTML, CSS, and some JavaScript for interactive features. One technical challenge was creating a dynamic testimonials section on the homepage. Since Webflow’s CMS didn’t support the carousel we wanted, I built a custom JavaScript solution that pulled testimonial data from the CMS and let users scroll through quotes smoothly on any device. I ensured the content loaded properly and the design stayed accessible and fast. I also used Figma to prototype and share designs with the team.
Phase 1
To work more efficiently, my marketing director and I worked in parallel. While he worked on the content strategy, I started defining user flows, the sitemap, and website navigation. He sent me drafts during the week, which I used to design layouts and test how well they worked. Since he had already identified the main audience, I focused on navigation, layout, and user conversions. We tackled visual design later on.
After we agreed on user flows and wireframes, I started building early drafts of the website in Webflow. We wanted to collect feedback on performance and conversions before moving on to a more detailed visual design.
We tested the main pages—homepage, services, and about us—during September 2024. After a month, we learned the following:
Phase 2
Based on the feedback, we both saw that we needed a new approach to improve the website’s performance. My marketing director updated the content strategy to sharpen the messaging, while I redesigned user journeys and wireframes. We worked closely together for three weeks during this phase.
After making the needed changes, we tested the new pages again. This time, the results improved significantly. Visitors understood Spark’s value and services more easily, and we saw steady traffic of over 60 users between November and December 2024. Most importantly, demo sign-ups rose by 40 percent, and we doubled inbound leads from the website’s contact forms.
Phase 3
With the new pages in place, I started building a small UI library in Figma that the team could update as needed. I worked with my graphic design colleague to turn her brand kit elements into easy-to-use components.
After my marketing director and I agreed on the UI library, I took on a bigger task: expanding user journeys and the website layout into a full experience. By then, we were five months into the project. To keep things organized and the team on track, I divided the work into weekly sprints with clear goals and deliverables.
I set up regular check-ins with my marketing director and our designer through live meetings and online messages. This helped us share feedback, review prototypes, and make decisions quickly. For project management, I used Notion to track tasks, deadlines, and updates. Having everything in one place kept our priorities clear and deadlines on schedule, even when new needs came up.
We added a blog to help Spark stand out as an AI-driven agency and boost website traffic. I used templates and global components from our library to quickly build most of the site’s layout. By the end of January 2025, we had a robust structure.
Since January 2025, Spark’s website has had several content updates, but the main layout is still the same. Analytics through March 2025 showed steady performance. After launch, Spark closed several deals with BPO companies, and regular blog posts increased traffic from about 60 to 96 monthly users.
These results helped Spark reach its goal of generating more qualified leads and strengthening its position in the BPO sector. More website traffic increased brand awareness, and more closed deals boosted revenue and supported the agency’s long-term goals.
