Decision 01
Make giving recognition a few taps
- Problem
- Effort kills the habit.
- Evidence
- Common engagement pattern.
- Decision
- Short flow with sensible defaults.
- Trade-off
- Less room for long messages.
- Validation
- Track recognitions given per user.
- Industry
- Employee recognition
- Timeline
- Dec 2022 to Present
- Technologies
- Figma, Design systems, Usability testing, AI-assisted analysis, Perplexity, Google Stitch, Claude Design, Figma AI
Project Overview
Architected UX strategy for Rewards & Recognition alongside HRMS, Wellness, Hobby Club, Onboarding, and Sales Incentives.
Led the UX team across multiple product lines.
My role
- Design leadership across product lines
- Stakeholder alignment and roadmap planning
Key Features
- Recognition and rewards experience
- Design QA and post-release quality
Challenges & Solutions
Challenge: Multiple product lines sharing one design organization
Solution: A single UX strategy with designers aligned to product lines and engineering sprints.
Takeaways
Design direction for a core line of the employee-experience platform.
At a glance
My role
Design leadership across product lines
Timeline
Dec 2022 to Present
Employee recognition
Key decision
Short flow with sensible defaults.
Evidence on this page
2 built, 0 provisional, 0 illustrative, 0 planned
Each outcome below is labeled.
// The problem
What was getting in people's way
How to read this page: the outcomes marked Built are results I can stand behind. Personas, decisions and the problem framing are my design reasoning for this product and are not interview findings. Measured numbers are added only where I hold them.
Rewards and Recognition is a core line in the employee experience platform. It touches every employee, which makes consistency and clarity more important than any one feature.
Recognition that feels hollow
If giving praise takes effort, people stop doing it.
Rewards that are hard to redeem
Friction at redemption undoes the goodwill of recognition.
Many product lines, one design team
Designers across product lines needed a shared direction.
// Strategy
From business problem to measurable outcome
KPIs are what the product is built to move. They are targets until a measured result is shown.
Recognition that takes seconds to give and rewards that are easy to use, built on one shared design language.
| Business problem | Product capability | KPI | Intended outcome |
|---|---|---|---|
| Effort to give recognition | Fast give flow | Recognitions per active user | Culture of appreciation |
| Redemption friction | Simple reward catalogue and checkout | Redemption completion | Value felt |
| Design inconsistency | Shared design system | Component reuse | Faster, coherent delivery |
Recognition in separate channelstoRecognition inside the platform
Rewards hard to findtoA browsable catalogue
Product lines drift aparttoOne design language
// Users
Who the product is for
Provisional personas, derived from the workflow and the roles involved. They are not interview findings.
Employee
Give and receive appreciation
- Quick give flow
- Visible feed
- Easy redemption
HR lead
Run a recognition programme
- Budgets
- Campaigns
- Reports
Manager
Recognise team members
- Fast actions
- Team view
// Capabilities
What the app can do
A capability map of what the product is designed to do. It describes design scope, not a feature audit.
Give recognition
A short flow to appreciate a colleague.
Recognition feed
A visible stream of appreciation across the company.
Points and rewards
Recognition can earn points redeemable for rewards.
Reward catalogue
Browse and redeem from a catalogue.
Budgets
Managers and HR control recognition budgets.
Campaigns
Themed recognition for events and values.
Reports
Who is giving, who is receiving and what is redeemed.
Shared design system
Consistent patterns across the suite.
// Scenarios
A quick thank you
An employee thanks a teammate in three taps and it appears in the feed.
Redeeming
Someone with enough points browses the catalogue and redeems in a few steps.
Culture check
HR sees recognition volume by team and spots a team that is not being recognised.
// Process
How I ran the design lifecycle
Stage 01 of 5
Align
A single UX strategy across product lines, with designers aligned to each line.
// Design decisions
Problem, evidence, decision, trade-off, validation
Each decision is written the same way so the reasoning can be checked.
Decision 02
Treat the design system as a product
- Problem
- Five product lines need to move together.
- Evidence
- Experience leading a multi product team.
- Decision
- Shared components with clear usage guidance.
- Trade-off
- Maintenance cost.
- Validation
- Audit reuse each release.
Decision 03
Align designers to product lines
- Problem
- Depth matters, but so does coherence.
- Evidence
- Team structure decision.
- Decision
- One strategy, designers embedded per line.
- Trade-off
- More coordination.
- Validation
- Regular design reviews.
// Evidence from the company site
What Advantage Club says publicly
Source: advantageclub.in, checked 8 Oct 2026. Company claims, paraphrased. Not my measured results.
// AI in the process
How AI shapes the design process
This describes the method my team uses. It is not a measured result.
AI at Advantage Club is part of how my team decides what to design next. We use it to read the data, turn it into a usability and engagement report, and write clear design instructions. Designers then use generative tools to produce reference pages and refine them by hand in Figma.
For Rewards & Recognition the report looks at who gives and receives recognition, how often the feed is opened, and where the redemption flow loses people.
Step 1 · AI analysis
Analyze the data
Usage and engagement exports are analyzed to find drop-offs, unused features and unusual patterns.
Step 2 · Perplexity
Check and research
Data sanity checks and secondary research. Numbers and claims are verified before they go into a report.
Step 3 · AI-assisted
Write the report
A usability and engagement report that names the problem screens, the affected users and the likely cause.
Step 4 · Design brief
Turn it into design instructions
Each finding becomes a specific instruction for the new or revised page: what to change, for whom, and what to measure.
Step 5 · Google Stitch, Claude Design, Figma AI
Generate references
The instructions are fed to generative design tools to produce several reference layouts quickly.
Step 6 · Figma
Design and review
Designers choose, rebuild and refine in Figma with the design system, then run usability review before release.
Tools
- Perplexity · Data sanity checks and research
- Google Stitch · Quick UI reference screens from written instructions
- Claude Design · Reference layouts and design exploration
- Figma AI · Variations and cleanup inside the design files
- Figma · Final design, design system and handoff
Guardrails
- AI output is a reference. A designer makes every final decision.
- Data is checked before it drives a design instruction.
- Generated screens are rebuilt with the design system, never shipped as they come.
- Results are stated only when they are measured.
// Outcomes
What exists, and how sure I am
Built
Core product line
Design direction for a core line of the employee experience platform.
Built
Team leadership
Led the UX team across multiple product lines.
// Leadership
My contribution, what is next, what I learned
// What I did
- Design leadership across product lines
- Stakeholder alignment and roadmap planning
- Design QA and post release quality
// What is next
- Recognition volume tracking per team
- Manager nudges
- Reward personalisation
// What I learned
At suite scale, the design system is what lets a small team keep five products feeling like one.
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