As part of an HR-led initiative to improve employee morale and enhance visitor experience, I was asked to redesign three underutilized spaces in our manufacturing facility: a game room, a vacant lounge (transformed into a customer collaboration space), and a wellness room for breastfeeding employees. With the existing committee stretched thin, I stepped in to lead the project end-to-end, applying both product ownership principles and user-centered design methods.

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I began by empathizing with the users—conducting informal interviews, capturing team ideas, and distributing surveys to understand preferences for room features, aesthetics, and functionality. Using this input, I created user personas and journey-based goals for each space, then moved into the ideation phase, where I developed multiple concepts and a 3D model based on team feedback. These 3D models and wireframes not only illustrated the proposed changes but also outlined the associated costs and logistics for procurement.

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Then I facilitated feedback sessions with stakeholders, iterated on the design, and refined the plan collaboratively. Once finalized, I partnered with the facilities team to oversee implementation—coordinating equipment removal, assembling and placing new furniture, and even installing specialty ceiling tiles to enhance lighting and ambiance.

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This project exemplified the full design process—empathize, define, ideate, prototype, and test—and also reflected core product management practices like stakeholder alignment, backlog prioritization, and iterative delivery.

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The images showcased offer a visual testament to the revitalization of these employee spaces, which now stand as vibrant, productive, and aesthetically pleasing environments. The end result was a set of thoughtfully designed, user-approved spaces that significantly boosted morale and collaboration across the team.