SmartAC.com is a SaaS + IoT platform that helps homeowners and service partners prevent HVAC breakdowns, detect water leaks, and make data-driven maintenance decisions. The product suite spans a B2C Member mobile app, a B2C technician mobile app, and a B2B partner desktop dashboard that functions like a CRM for monitoring systems, scheduling service, and managing operations.
Full time Product Designer for 3 years, across B2C and B2B surfaces. I owned problem framing, research, UX/UI, prototyping, moderated + unmoderated testing, and developer handoff. I worked daily with PMs, engineers, and operations to align user needs with measurable business outcomes.
When I joined, we were shipping fast across multiple apps—but our design system was fragmented. Similar components behaved differently, accessibility wasn’t consistent, and handoffs took longer than they should. At the same time, partners needed service workflows that actually moved revenue—specifically, online booking integrated with their existing tools (e.g., ServiceTitan).
In short: we needed cohesion and scale on the design side and friction-free scheduling on the product side.
During my time at SmartAC.com, I worked across multiple platforms—Member App, Pro App, and Partner Dashboard—on initiatives that shaped both the user experience and the business. Below are three representative projects that show the breadth of my work.
1) A Cohesive Design System
Context: When I joined, SmartAC.com’s design system was fragmented. Components behaved inconsistently across platforms, accessibility wasn’t addressed, and handoffs often slowed development. I saw this as an opportunity to create a scalable foundation.
Problem: Design debt was causing friction: engineers faced “what should this do?” moments, product managers had difficulty scoping, and designers struggled to stay consistent.
Impact: The result was faster builds, less rework, and a consistent UI across apps. Engineers reported fewer blockers, PMs could scope features more easily, and designers iterated with confidence.
2) Service Booking in the Partner Dashboard
Context: Partners needed a way to turn customers system alerts into booked jobs. At the time, they were juggling separate tools for diagnostics, scheduling, and tracking requests—leading to double entry, conflicts, and missed opportunities.
Problem: There was no centralized workspace to review diagnostics, convert hardware-detected issues into jobs, and manage service requests end to end.
Impact: Partners could capture demand directly from the product instead of relying only on inbound calls. Members booked faster with less uncertainty, and support teams spent less time fielding “what’s happening with my request?” questions.
3) ServiceTitan Integration
Context: Most partners lived in ServiceTitan, while SmartAC.com bookings lived elsewhere. This disconnect meant data was fragmented, creating confusion and mistrust.
Problem: Bookings created in one system weren’t reliably visible in the other. Partners risked double entry, missed updates, and scheduling conflicts.
Impact: Partners trusted the workflow because it respected their existing systems. CS teams fielded fewer sync-related questions, and adoption grew because we fit into partners’ operations instead of forcing new processes.
This work wasn’t just about building features — it was about creating the foundation to scale. I balanced immediate delivery (service booking, integrations) with long-term system thinking (tokens, accessibility, theming). I partnered closely with engineers to define feasible patterns and kept PMs aligned with prototypes and decision logs. Every major flow went through moderated and unmoderated testing before release, embedding validation into our culture.
I joined SmartAC.com as a junior, spotted the design-system gap in my first week, and leaned into it. Three years later, I was operating as a seasoned designer — balancing systems and delivery, product and business, design craft and cross-functional alignment.
During my time there, SmartAC.com grew from $1M to $7.8M ARR with momentum toward $10M, and deployed 30k+ IoT kits. That growth was a team effort; my role was to make the product experiences—and the design/development engine behind them—scale.
This project taught me how to balance shipping what matters now with building for what comes next. By focusing on both short-term wins (service booking, integrations) and long-term foundations (design system, accessibility, theming), I learned how to deliver impact that compounds over time. That’s the lens I now bring to every project: not just solving today’s problem, but setting up the team for tomorrow’s growth.