TiriVelo: leading design on a growing platform
Redesigning the landing page, rebuilding the design system, and leading a team of six designers through a full web and mobile UX audit.
Designer
Role
Senior Product Design Intern
Timeline
May 2026 - Present
Core Focus
Product Strategy
DesignOps
Marketplace Logic
Design Systems
The Challenge
After my capstone, TiriVelo asked me back to help the platform grown past where a small student project could take it. The website needed a stronger first impression, the design system had grown inconsistent across web and mobile, and the team needed someone to catch and close the gaps between them. I stepped into leading that work, both the hands-on design and the team behind it.
The work, three ways
Landing Page
Redesigned the landing page as the first real test of the new system, and the clearest example of the platform's visual drift before the fix.
UX Audit
Led a team of six through a full audit of the web and mobile experience, catching inconsistent components and missing screens across platforms.
Design System
Rebuilt the shared component library so fixes applied across the whole platform at once, instead of screen by screen.
Rebuilding the front door
The landing page was one of the clearest signs the platform's visual identity had drifted, and it became the first real test of the new design system before rolling it out everywhere else.
The problem
The old landing page had drifted for a while, and it showed in a few different ways at once. Visually, it no longer matched where the rest of the product was heading, so it would become a new visitor's first and most outdated impression of TiriVelo. The messaging didn't clearly explain what TiriVelo actually offered and who it was for. They layout made it hard to find the right next step, whether that was learning more, signing up as a pet owner, or applying as a provider.
The approach
Since the landing page was also the first real test case for design system build, I treated the redesign as two problems solved at once: fix the page, and prove the new system could hold up under a real, high-visibility use case. That meant working from the new shared components from the start, rather than designing something custom and retrofitting it into the system later.
Specifically, I restructured the hierarchy to lead with a clear value statement instead of a vague one, split the primary call-to-action into two distinct paths for pet owners and providers, and moved a functional booking widget directly into the hero so visitors could act immediately instead of clicking through first.
What changed
The new page leads with a clearer, more direct headline: "Pet care you can trust. Booking made simple," replacing the softer, more generic "Reliable care from trust pet lovers." I split the primary CTA into two distinct paths, "Find a Provider" and "Become a Provider", so pet owners and providers immediately see the option meant for them, instead of two buttons that both said "Become."
Trust signals now show up in multiple places instead of being implied. A stats row states real numbers (rating, completed requests, verification, response time) right under the hero, and a "Built on trust" banner further down breaks that promise into specific, concrete pieces.
The services section moved from a static photo grid to an interactive carousel, with each service card showing its actual features as a checklist and a dedicated booking button, so a visitor can act right from the card instead of click through first. Testimonials became far more concrete too: real photos, a verified booking badge, and even a sample care report and map, replacing the earlier version's simpler quote-and-name format.
Leading the audit
Catching inconsistencies across web and mobile wasn't something I could do alone, or wanted to. Here's how I organized six designers to find and fix them.
The process
The team was split into smaller groups, and each assigned a focus area across the platform. Every group went through the existing web and mobile screens within their focus, logging what they found in Trello, missing screens, inconsistent components, patterns that didn't match between platforms.
Once findings came in, I grouped them by flow and topic rather than leaving them scattered by whoever happened to find them, then assigned each group back to the team best positioned to fix it. As designers completed their assigned fixes, their cards moved to an interval review stage, where the CEO and I reviewed the work directly. Once a flow was approved, it moved to developers to build.
Why this mattered
Running the audit this was meant nothing fell through the cracks between "we found a problem" and "someone with the full context fixed it." It also gave the CEO visibility into the work at the review stage, not just the final result, which kept the whole team aligned as decisions got made.
A snapshot of the Trello board used to track audit findings, from initial discovery through internal review to developer handoff.
Rebuilding the system underneath
The audit didn't just surface a few inconsistent screens It showed that the design system underneath them had never fully caught up with the product.
The problem
The old design system wasn't really one system, it was five. Color alone was split across five separate, unlabeled palettes with no clear indication of which was the actual brand color and which were leftover variations. Components followed the same pattern: buttons, cards, and testimonials each had multiple inconsistent versions scattered across the file, built one-off for whatever screen needed them at the time, rather than pulled from a shared source.
The approach
