Designing a scheduling and task experience that helped Field Project Managers stay organized, reduce missed appointments and spend more time at properties instead of planning their day.
Results
25% Fewer Missed Visits
Clear scheduling and reminders helped reduce missed appointments across projects.
More Time On-Site
FPMs spent less time planning their day and more time at properties.
Better Team Visibility
Supervisors could track progress and risk in real time without chasing updates.
Stronger First Visits
FPMs arrived prepared with access info and property details already in hand.
Context
Lessen manages renovation and turn work across a large national portfolio. Field Project Managers are responsible for coordinating site visits, inspecting progress and keeping work on track across multiple properties at once. Before this tool existed, scheduling happened through a mix of texts, emails and personal notes.
This created real risk. Appointments were missed. Delays went unnoticed. FPM supervisors lacked clear visibility into project status. It also meant FPMs were spending valuable time manually planning routes instead of focusing on the work happening inside each property.
We needed a centralized scheduling and task experience inside the FPM mobile app that helped FPMs understand what needed to be done, where they needed to be and when the work was due. And it had to do all of that without slowing them down.
Core Challenges
1. Multiple projects happening at once
FPMs were responsible for dozens of active properties at the same time, all at different stages of renovation. Without a single place to see what needed attention, it was easy for work to slip through the cracks or for priorities to feel unclear.
2. Missed appointments and late projects
Scheduling often lived in texts, emails or personal notes which meant reminders were inconsistent and appointments were sometimes forgotten. A missed site visit could stall work, delay contractors and create frustration for clients.
3. Limited visibility for supervisors
Supervisors had very little real-time insight into what their teams had completed or what was at risk. This made it hard to identify stalled work early, provide support or rebalance workloads before small problems became bigger ones.
4. Planning the day took too much time
FPMs were spending chunks of their day organizing routes, sorting through tasks and figuring out where to go next. The mental effort required to plan the work often competed with the work itself, which created stress and inefficiency.
5. Access issues on arrival
In some cases, FPMs would arrive at a property only to discover that key details like entry instructions or lockbox codes were missing or buried in old messages. That meant wasted trips, delays and unnecessary coordination effort.
6. No clear picture of expectations
Daily goals existed, but tracking progress toward them meant mentally tallying completed work or relying on reports that lagged behind reality. FPMs didn’t always have a clear indicator of how they were performing throughout the day.
Who We Served
Field Project Managers (FPMs)
FPMs were responsible for keeping dozens of active projects moving at once, often across large geographic areas. Their day was a mix of site visits, contractor coordination, documentation and problem solving in the field. They needed a scheduling and task system that made their day feel organized instead of chaotic. It had to surface what mattered most, reduce the mental load of planning and work reliably on mobile devices during constant movement.
FPM Supervisors
Supervisors were accountable for overall workload balance, project progress and risk across their teams. Without real-time visibility, most updates came through texts, calls or late reports which made it difficult to intervene early when projects started to slip. They needed a clear, accurate picture of what their teams were working on, which tasks were overdue and where support might be needed before delays compounded.
Contractors and Property Owners
Both contractors and clients depended on FPMs arriving on time and keeping work aligned to schedule. Missed appointments or unclear expectations could slow the entire renovation process. By improving scheduling accuracy and task clarity, this work helped create more predictable site visits, fewer surprises and smoother coordination between everyone involved.
Design Strategy
Our goal was to create a scheduling and task system that helped FPMs stay organized without adding more process to their day. The tool needed to support constant movement, quick context switching and real operational pressure. That meant prioritizing clarity and momentum over interface complexity or feature density.
Make the day clear at a glance
The first screen needed to answer simple questions fast. What is due now, what is overdue and what matters most today. Immediate work was surfaced up front so FPMs always knew where to start. At the same time, they could look ahead to upcoming tasks and future visits so longer-term planning still felt manageable when needed.
Move seamlessly from plan to action
Scheduling only matters if it supports what happens on-site. We designed the experience so FPMs could shift from their task list into property details, access instructions and project context with as little friction as possible. The goal was to keep focus on the work, not the tool.
Keep the system transparent for everyone
Supervisors needed a clear view into activity and progress without interrupting the field. We designed the system so updates flowed naturally from daily work and created visibility without extra reporting effort.
Design for real world constraints
The experience had to work while in transit, in basements, in empty homes and on mobile devices used all day. That meant simple navigation, predictable patterns and a calm presentation of information so FPMs felt supported instead of overwhelmed.
Definition of Success
Success for Scheduling and Tasks was not only about giving FPMs a calendar. It was about creating clarity in their day, reducing operational risk and helping teams stay aligned without extra process. Every design decision tied back to measurable improvements in reliability, time on-site and visibility across the business.
We defined success across three areas.
1. Fewer missed visits
Before this work, scheduling lived across texts, emails and personal notes. Appointments were sometimes missed or delayed because reminders and expectations were not centralized.
Success meant building a system that supported accountability without adding friction. That looked like:
- Clear task due dates and project timing
- Simple prioritization so urgent work rose to the top
- Reminders that kept upcoming site visits visible throughout the day
If the tool worked, missed visits would drop and downstream delays would shrink.
2. More time spent at properties
Planning the day should not compete with doing the work. FPMs needed to understand what mattered right now while still being able to look ahead and prepare for upcoming site visits.
Success meant reducing the mental load of planning so FPMs could stay focused in the field. That looked like:
- A clear view of today’s tasks the moment the app opened
- Easy access to property details and entry instructions
- The ability to see future work so travel and preparation felt manageable
When the experience worked, FPMs would spend more of their time on-site and less time coordinating logistics.
3. Better visibility across teams
Supervisors needed a reliable way to understand progress and risk without constantly chasing updates. Status should flow naturally from daily work, not from extra reporting effort.
Success meant giving leaders a real-time view of workload, overdue tasks and project momentum so they could step in early when support was needed.
Together, these outcomes defined whether the product was doing its job. If FPMs felt clearer about their day, supervisors understood progress without interruption and appointment reliability improved, the design was successful.
How We Worked
Our core team included two product designers, nine engineers, one product manager and one UX writer. As Lead Designer, I owned the product vision, interaction model and overall quality of the experience from early exploration through delivery. I partnered closely with the second designer to divide flows, review work frequently and ensure the system felt cohesive across every screen.
Because this product served the same audience as the Preconstruction Walk, we did not restart user research from zero. Instead, we intentionally reused the existing persona and empathy map that already reflected the reality of FPM field work. This allowed us to move faster while staying grounded in a deep understanding of user needs and constraints.
Collaboration with engineering and product was constant. We held early reviews to stress test design decisions against technical constraints, edge cases and field reliability. Our UX writer shaped clear, calm language so tasks and scheduling details felt understandable in the moment, even under time pressure.
We also kept a steady feedback loop with FPMs and field leadership. Weekly sessions gave us insight into how the workday actually unfolded, what caused delays and where clarity mattered most. This rhythm helped us refine the product based on lived experience rather than assumptions and kept the team aligned around the same outcomes.
Process
This project moved fast. We had to design and deliver meaningful improvements without slowing down field operations or restarting research from zero. Because this product served the same FPM audience as our previous work, we built on the persona, empathy map and survey insights we had already created. From there, we layered in new learning through weekly conversations with FPMs and field leadership. Research, design and feedback happened side by side so we could make confident decisions at speed.
Research
Design
Validation
Research
Because this feature served the same FPM audience as the Preconstruction Walk, we did not restart discovery from zero. Instead, we built on the same research foundation that already reflected the reality of field work. That work included surveys, interviews and weekly discussions with FPMs and field leadership.
The surveys below were originally conducted for the Preconstruction Walk project with the same user group. We reused these insights intentionally, then validated and expanded them through ongoing conversations with the field to be sure they still represented real conditions and needs.
How satisfied are you with the current tools and applications provided by Lessen for your property walks?
40%
10%
40%
10%
VERY SATISFIED
SLIGHTLY SATISFIED
SLIGHTLY DISSATISFIED
VERY DISSATISFIED
How satisfied are you with third party tools and applications for your property walks?
40%
20%
30%
10%
VERY SATISFIED
SLIGHTLY SATISFIED
SLIGHTLY DISSATISFIED
VERY DISSATISFIED
What features or functionalities do you believe are missing from existing third party tools that would significantly improve your workflow?
Rearrange Categories
6
Progress Indicators
5
Photo Upload
8
Offline Functionality
6
0
5
10
What are the biggest unnecessary time consumers during your day?
Post-walk Reconciliation
10
Signal Loss
5
Property Access
3
Contractor Issues
3
0
5
10
How do you most often communicate with property owners throughout the different phases of a renovation project?
40%
40%
20%
PHONE
TEXT
OTHER
How do you most often communicate with contractors throughout the different phases of a renovation project?
70%
10%
10%
10%
PHONE
TEXT
OTHER
The survey work we completed during the Preconstruction Walk project also gave us valuable insight into Scheduling and Tasks. Rather than recreating the research, we revisited those findings and used them as a foundation for this work. The themes were still highly relevant. Satisfaction with existing tools was mixed, and most FPMs were relying on a patchwork of emails, texts, spreadsheets and memory to manage their schedules and daily commitments.
From there, the same core patterns continued to show up in our weekly conversations with the field:
FPMs were responsible for a large number of active properties, all at different stages of renovation or turn.
They struggled to keep track of contractor visits, owner meetings and internal milestones.
Important details were often scattered across channels, which made accountability difficult.
And when plans shifted, it was easy for something to fall through the cracks.
The biggest takeaway was cognitive overload. FPMs were not just tracking tasks. They were constantly coordinating timing, routing, dependencies and expectations, often from the road. Missed appointments rarely came from neglect. They came from systems that forced people to manage too much in their heads.
When we asked what would make the biggest impact, the answer was clear. They needed a single, reliable source of truth that highlighted what required immediate attention, while still allowing them to see further ahead so they could plan routes and workloads intelligently.
We paired these insights with the empathy mapping and existing FPM persona to better understand the emotional and mental load behind their work. That lens helped us see that Scheduling and Tasks was not just about logistics. It was about reducing stress, strengthening relationships with contractors and owners, and giving FPMs confidence that nothing critical would be missed.
Our goal became reducing the amount of thinking required to stay organized, while still supporting the reality of shifting schedules and unpredictable field work.
With that in mind, we designed a detailed user flow that showed how FPMs move through Scheduling and Tasks inside the app. It outlined how tasks are created, prioritized, routed and completed, and how each step connects to the broader renovation lifecycle.
This flow helped align design, engineering and field leadership around a shared understanding of how scheduling should work inside the app. With that foundation in place, we moved into designing the core interactions and screens.
Design & Prototyping
With the user flow defined, I moved into low fidelity wireframes to shape how scheduling and task management would actually work inside the app. The goal was simple. Turn a scattered set of calendars, texts and mental notes into a single, dependable system that helped FPMs plan their day and react to changes without feeling overwhelmed.
I treated each screen as part of a larger rhythm. What do I need to do right now. What is coming next. And how should I adjust if something changes. The wireframes focused on sequencing, clarity and reducing the number of decisions a user needed to make at once.
Key patterns emerged early:
- A clear daily task list that highlighted what needed attention now while still allowing users to look ahead when they had time
- A map based view so FPMs could plan routes efficiently instead of jumping between tools
- Simple, scannable cards with only the essential details needed to take action
- Inline controls for starting tasks, viewing status and getting directions without drilling into deep menus
These early concepts helped us test whether the structure matched the reality of the job. Could an FPM glance at the app between site visits and instantly understand what mattered. Could they shift priorities fast when a contractor ran late or an owner rescheduled. And could they do all of that without losing track of longer term work.
Once the core flow felt right the wireframes helped us see how the experience would actually play out in a real workday. The goal was to support momentum, not slow anyone down. Scheduling needed to be clear at a glance, task details had to be easy to access and routing could not require extra thinking on top of an already full day.
A key principle guided the work: help FPMs stay ahead of the day, not react to it. That meant surfacing today’s priorities first while still allowing visibility into what was coming next so planning did not depend on outside tools or memory. Tasks were grouped by date, location and status so it was obvious what needed attention now and what could wait.
These wireframes also gave us space to validate how much information belonged on each screen. We tested whether an FPM could open the app between properties, quickly understand where they needed to go, tap into a task, complete it and move on without friction. At the same time the layout supported deeper context when needed, such as directions, notes or changes in status.
This phase helped us strike the balance between guidance and flexibility. It clarified which elements needed to be visible at all times and which could remain secondary. It also set the interaction patterns that carried forward into higher fidelity design while keeping the focus on clarity, predictability and reducing mental load in the field.
Testing & Iteration
Because this work needed to land quickly in the field, we tested constantly while we designed. We shared early prototypes with FPMs and field leadership during weekly touchpoints, gathered feedback in real time and made updates between sessions. We also reviewed the experience with operations teams to be sure the workflows matched the reality of scheduling, routing and daily execution.
The patterns were consistent. FPMs wanted clarity the moment they opened the app. They needed to know where they were going, what they were doing when they arrived and whether anything had changed since the last visit. Anything that created uncertainty was friction.
A few key insights shaped the product:
- Today matters most. FPMs plan around the current day while still needing awareness of what is coming next.
- Missed visits were rarely about intent. They happened when tasks slipped through cracks created by fragmented tools and mental tracking.
- Routing decisions carried real time cost. Even small inefficiencies could ripple through the rest of the day.
- Flexibility still mattered. While FPMs could not edit the schedule directly they needed the ability to move between tasks in the moment when conditions changed.
We validated flows with clickable prototypes and grounded the design in real field scenarios. Much of the refinement focused on hierarchy, labeling and how tasks were grouped. The schedule had to feel like a clear source of truth but not rigid or brittle when the day shifted around it.
This feedback loop helped us keep the product honest. The goal was not to add more structure than FPMs needed. It was to reduce mental overhead and make it easier to stay on top of visits even when priorities changed on-site.
Delivery
As the work moved toward release I partnered closely with engineering to be sure the product matched the intent of the design. We focused on clarity, reliability and making sure the interaction model held up in real field conditions. The goal was to give FPMs a simple, trustworthy place to manage their day, not another tool that required extra effort to maintain.
I also worked with our content strategist to refine labels, empty states and system messages so the language stayed direct and confident. Everything needed to feel familiar to the way FPMs already spoke about their work.
Before launch we validated the final flows against real scenarios. We confirmed that an FPM could open the app, understand what mattered today, move between tasks when needed and stay oriented without extra cognitive load. That last step helped us ensure the product behaved predictably before it reached the field.
The screens that follow represent the final scheduling and task experience inside the FPM app and the core patterns that supported daily execution in the field.
When FPMs open the app they land on the main dashboard. Here they can see their daily goal, how many tasks are due, what has been completed and anything that is overdue. Tasks are grouped by day so the schedule is easy to scan and the focus stays on what matters right now.
FPMs can filter tasks by due date or project. This helps them focus on what needs attention right now or plan ahead when the schedule allows. Filtering also keeps related work together so the list feels cleaner and easier to manage in the field.
FPMs can also search for tasks by keyword or project number. This makes it easy to jump straight to a specific job without scrolling through long lists, especially when details change during the day or a client calls with a quick question.
By tapping a task card, FPMs can see key details about the job, including the property location and size. This gives them the context they need before arriving on-site without digging through multiple tools or screens.
FPMs can switch to a map view to see where each property is located along with estimated travel time. They can also search for any property with an active project so it’s easier to plan the day and reduce time lost in transit.
If an FPM wants to preview a task they can see how many rooms are on the property and the line items within each room. This gives a clear sense of scope before they arrive on-site.
They can also view access details like lockbox codes, gate codes and any parking instructions so there are no surprises when they reach the property.
Impact
The Scheduling and Tasks feature reshaped how FPMs managed their day. What had once relied on mental tracking, text threads and scattered notes became a single source of truth that supported real field conditions. Daily priorities were easier to see, appointments were harder to miss and work moved with fewer surprises.
Reliability improved in the process. Clear visibility into upcoming visits helped reduce missed appointments and the map view strengthened route planning so time on the road felt more intentional. FPMs could stay focused on the work in front of them while still seeing what was coming next.
Operationally, the product eased pressure across the business. With better organization and clearer structure, FPMs could handle a larger volume of properties without extending their days. Leadership also gained more predictability around visit completion and scheduling performance, which supported planning at scale.
Most importantly, the experience felt aligned with the job. The tool respected the pace of field work, reduced mental load and helped FPMs stay ahead of the day instead of reacting to it. That balance of clarity and flexibility set a strong foundation for future field tools inside the platform.
Reflection
This project reinforced how different it is to design for people who live their work in motion. Spending time with FPMs made it clear that the best tools do not ask for attention. They remove noise, support judgment in the moment and make the day feel more manageable. Scheduling and Tasks showed how powerful design can be when it starts from the real pace and pressure of field work.
It also strengthened my belief that clarity and flexibility can exist together in a single system. FPMs needed structure they could trust, while still having enough space to respond when conditions changed on-site. Getting that balance right meant being intentional about hierarchy, language and workflow so the product felt steady without feeling restrictive.
The details mattered more than anything. A list grouped by day that matched how work actually happens. A clear sense of what is overdue so nothing slips. A map that turns time on the road into a real planning tool. These choices seem small on their own, but together they shape how confident someone feels moving through their day.
Above all, this work reminded me that great product design is about respecting the people who use it. When tools reduce mental load and support real decisions, quality improves, stress drops and the organization benefits in ways that show up both in metrics and in how the work feels. That is the kind of impact I always aim to create.
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Designing a scheduling and task experience that helped Field Project Managers stay organized, reduce missed appointments and spend more time at properties instead of planning their day.
Results
25% Fewer Missed Visits
Clear scheduling and reminders helped reduce missed appointments across projects.
More Time On-Site
FPMs spent less time planning their day and more time at properties.
Better Team Visibility
Supervisors could track progress and risk in real time without chasing updates.
Stronger First Visits
FPMs arrived prepared with access info and property details already in hand.
Context
Lessen manages renovation and turn work across a large national portfolio. Field Project Managers are responsible for coordinating site visits, inspecting progress and keeping work on track across multiple properties at once. Before this tool existed, scheduling happened through a mix of texts, emails and personal notes.
This created real risk. Appointments were missed. Delays went unnoticed. FPM supervisors lacked clear visibility into project status. It also meant FPMs were spending valuable time manually planning routes instead of focusing on the work happening inside each property.
We needed a centralized scheduling and task experience inside the FPM mobile app that helped FPMs understand what needed to be done, where they needed to be and when the work was due. And it had to do all of that without slowing them down.
Core Challenges
1. Multiple projects happening at once
FPMs were responsible for dozens of active properties at the same time, all at different stages of renovation. Without a single place to see what needed attention, it was easy for work to slip through the cracks or for priorities to feel unclear.
2. Missed appointments and late projects
Scheduling often lived in texts, emails or personal notes which meant reminders were inconsistent and appointments were sometimes forgotten. A missed site visit could stall work, delay contractors and create frustration for clients.
3. Limited visibility for supervisors
Supervisors had very little real-time insight into what their teams had completed or what was at risk. This made it hard to identify stalled work early, provide support or rebalance workloads before small problems became bigger ones.
4. Planning the day took too much time
FPMs were spending chunks of their day organizing routes, sorting through tasks and figuring out where to go next. The mental effort required to plan the work often competed with the work itself, which created stress and inefficiency.
5. Access issues on arrival
In some cases, FPMs would arrive at a property only to discover that key details like entry instructions or lockbox codes were missing or buried in old messages. That meant wasted trips, delays and unnecessary coordination effort.
6. No clear picture of expectations
Daily goals existed, but tracking progress toward them meant mentally tallying completed work or relying on reports that lagged behind reality. FPMs didn’t always have a clear indicator of how they were performing throughout the day.
Who We Served
Field Project Managers (FPMs)
FPMs were responsible for keeping dozens of active projects moving at once, often across large geographic areas. Their day was a mix of site visits, contractor coordination, documentation and problem solving in the field. They needed a scheduling and task system that made their day feel organized instead of chaotic. It had to surface what mattered most, reduce the mental load of planning and work reliably on mobile devices during constant movement.
FPM Supervisors
Supervisors were accountable for overall workload balance, project progress and risk across their teams. Without real-time visibility, most updates came through texts, calls or late reports which made it difficult to intervene early when projects started to slip. They needed a clear, accurate picture of what their teams were working on, which tasks were overdue and where support might be needed before delays compounded.
Contractors and Property Owners
Both contractors and clients depended on FPMs arriving on time and keeping work aligned to schedule. Missed appointments or unclear expectations could slow the entire renovation process. By improving scheduling accuracy and task clarity, this work helped create more predictable site visits, fewer surprises and smoother coordination between everyone involved.
Design Strategy
Our goal was to create a scheduling and task system that helped FPMs stay organized without adding more process to their day. The tool needed to support constant movement, quick context switching and real operational pressure. That meant prioritizing clarity and momentum over interface complexity or feature density.
Make the day clear at a glance
The first screen needed to answer simple questions fast. What is due now, what is overdue and what matters most today. Immediate work was surfaced up front so FPMs always knew where to start. At the same time, they could look ahead to upcoming tasks and future visits so longer-term planning still felt manageable when needed.
Move seamlessly from plan to action
Scheduling only matters if it supports what happens on-site. We designed the experience so FPMs could shift from their task list into property details, access instructions and project context with as little friction as possible. The goal was to keep focus on the work, not the tool.
Keep the system transparent for everyone
Supervisors needed a clear view into activity and progress without interrupting the field. We designed the system so updates flowed naturally from daily work and created visibility without extra reporting effort.
Design for real world constraints
The experience had to work while in transit, in basements, in empty homes and on mobile devices used all day. That meant simple navigation, predictable patterns and a calm presentation of information so FPMs felt supported instead of overwhelmed.
Definition of Success
Success for Scheduling and Tasks was not only about giving FPMs a calendar. It was about creating clarity in their day, reducing operational risk and helping teams stay aligned without extra process. Every design decision tied back to measurable improvements in reliability, time on-site and visibility across the business.
We defined success across three areas.
1. Fewer missed visits
Before this work, scheduling lived across texts, emails and personal notes. Appointments were sometimes missed or delayed because reminders and expectations were not centralized.
Success meant building a system that supported accountability without adding friction. That looked like:
- Clear task due dates and project timing
- Simple prioritization so urgent work rose to the top
- Reminders that kept upcoming site visits visible throughout the day
If the tool worked, missed visits would drop and downstream delays would shrink.
2. More time spent at properties
Planning the day should not compete with doing the work. FPMs needed to understand what mattered right now while still being able to look ahead and prepare for upcoming site visits.
Success meant reducing the mental load of planning so FPMs could stay focused in the field. That looked like:
- A clear view of today’s tasks the moment the app opened
- Easy access to property details and entry instructions
- The ability to see future work so travel and preparation felt manageable
When the experience worked, FPMs would spend more of their time on-site and less time coordinating logistics.
3. Better visibility across teams
Supervisors needed a reliable way to understand progress and risk without constantly chasing updates. Status should flow naturally from daily work, not from extra reporting effort.
Success meant giving leaders a real-time view of workload, overdue tasks and project momentum so they could step in early when support was needed.
Together, these outcomes defined whether the product was doing its job. If FPMs felt clearer about their day, supervisors understood progress without interruption and appointment reliability improved, the design was successful.
How We Worked
Our core team included two product designers, nine engineers, one product manager and one UX writer. As Lead Designer, I owned the product vision, interaction model and overall quality of the experience from early exploration through delivery. I partnered closely with the second designer to divide flows, review work frequently and ensure the system felt cohesive across every screen.
Because this product served the same audience as the Preconstruction Walk, we did not restart user research from zero. Instead, we intentionally reused the existing persona and empathy map that already reflected the reality of FPM field work. This allowed us to move faster while staying grounded in a deep understanding of user needs and constraints.
Collaboration with engineering and product was constant. We held early reviews to stress test design decisions against technical constraints, edge cases and field reliability. Our UX writer shaped clear, calm language so tasks and scheduling details felt understandable in the moment, even under time pressure.
We also kept a steady feedback loop with FPMs and field leadership. Weekly sessions gave us insight into how the workday actually unfolded, what caused delays and where clarity mattered most. This rhythm helped us refine the product based on lived experience rather than assumptions and kept the team aligned around the same outcomes.
Process
This project moved fast. We had to design and deliver meaningful improvements without slowing down field operations or restarting research from zero. Because this product served the same FPM audience as our previous work, we built on the persona, empathy map and survey insights we had already created. From there, we layered in new learning through weekly conversations with FPMs and field leadership. Research, design and feedback happened side by side so we could make confident decisions at speed.
Research
Design
Validation
Research
Because this feature served the same FPM audience as the Preconstruction Walk, we did not restart discovery from zero. Instead, we built on the same research foundation that already reflected the reality of field work. That work included surveys, interviews and weekly discussions with FPMs and field leadership.
The surveys below were originally conducted for the Preconstruction Walk project with the same user group. We reused these insights intentionally, then validated and expanded them through ongoing conversations with the field to be sure they still represented real conditions and needs.
How satisfied are you with the current tools and applications provided by Lessen for your property walks?
40%
10%
40%
10%
VERY SATISFIED
SLIGHTLY SATISFIED
SLIGHTLY DISSATISFIED
VERY DISSATISFIED
How satisfied are you with third party tools and applications for your property walks?
40%
20%
30%
10%
VERY SATISFIED
SLIGHTLY SATISFIED
SLIGHTLY DISSATISFIED
VERY DISSATISFIED
What features or functionalities do you believe are missing from existing third party tools that would significantly improve your workflow?
Rearrange Categories
6
Progress Indicators
5
Photo Upload
8
Offline Functionality
6
0
5
10
What are the biggest unnecessary time consumers during your day?
Post-walk Reconciliation
10
Signal Loss
5
Property Access
3
Contractor Issues
3
0
5
10
How do you most often communicate with property owners throughout the different phases of a renovation project?
40%
40%
20%
PHONE
TEXT
OTHER
How do you most often communicate with contractors throughout the different phases of a renovation project?
70%
10%
10%
10%
PHONE
TEXT
OTHER
The survey work we completed during the Preconstruction Walk project also gave us valuable insight into Scheduling and Tasks. Rather than recreating the research, we revisited those findings and used them as a foundation for this work. The themes were still highly relevant. Satisfaction with existing tools was mixed, and most FPMs were relying on a patchwork of emails, texts, spreadsheets and memory to manage their schedules and daily commitments.
From there, the same core patterns continued to show up in our weekly conversations with the field:
FPMs were responsible for a large number of active properties, all at different stages of renovation or turn.
They struggled to keep track of contractor visits, owner meetings and internal milestones.
Important details were often scattered across channels, which made accountability difficult.
And when plans shifted, it was easy for something to fall through the cracks.
The biggest takeaway was cognitive overload. FPMs were not just tracking tasks. They were constantly coordinating timing, routing, dependencies and expectations, often from the road. Missed appointments rarely came from neglect. They came from systems that forced people to manage too much in their heads.
When we asked what would make the biggest impact, the answer was clear. They needed a single, reliable source of truth that highlighted what required immediate attention, while still allowing them to see further ahead so they could plan routes and workloads intelligently.
We paired these insights with the empathy mapping and existing FPM persona to better understand the emotional and mental load behind their work. That lens helped us see that Scheduling and Tasks was not just about logistics. It was about reducing stress, strengthening relationships with contractors and owners, and giving FPMs confidence that nothing critical would be missed.
Our goal became reducing the amount of thinking required to stay organized, while still supporting the reality of shifting schedules and unpredictable field work.
With that in mind, we designed a detailed user flow that showed how FPMs move through Scheduling and Tasks inside the app. It outlined how tasks are created, prioritized, routed and completed, and how each step connects to the broader renovation lifecycle.
This flow helped align design, engineering and field leadership around a shared understanding of how scheduling should work inside the app. With that foundation in place, we moved into designing the core interactions and screens.
Design & Prototyping
With the user flow defined, I moved into low fidelity wireframes to shape how scheduling and task management would actually work inside the app. The goal was simple. Turn a scattered set of calendars, texts and mental notes into a single, dependable system that helped FPMs plan their day and react to changes without feeling overwhelmed.
I treated each screen as part of a larger rhythm. What do I need to do right now. What is coming next. And how should I adjust if something changes. The wireframes focused on sequencing, clarity and reducing the number of decisions a user needed to make at once.
Key patterns emerged early:
- A clear daily task list that highlighted what needed attention now while still allowing users to look ahead when they had time
- A map based view so FPMs could plan routes efficiently instead of jumping between tools
- Simple, scannable cards with only the essential details needed to take action
- Inline controls for starting tasks, viewing status and getting directions without drilling into deep menus
These early concepts helped us test whether the structure matched the reality of the job. Could an FPM glance at the app between site visits and instantly understand what mattered. Could they shift priorities fast when a contractor ran late or an owner rescheduled. And could they do all of that without losing track of longer term work.
Once the core flow felt right the wireframes helped us see how the experience would actually play out in a real workday. The goal was to support momentum, not slow anyone down. Scheduling needed to be clear at a glance, task details had to be easy to access and routing could not require extra thinking on top of an already full day.
A key principle guided the work: help FPMs stay ahead of the day, not react to it. That meant surfacing today’s priorities first while still allowing visibility into what was coming next so planning did not depend on outside tools or memory. Tasks were grouped by date, location and status so it was obvious what needed attention now and what could wait.
These wireframes also gave us space to validate how much information belonged on each screen. We tested whether an FPM could open the app between properties, quickly understand where they needed to go, tap into a task, complete it and move on without friction. At the same time the layout supported deeper context when needed, such as directions, notes or changes in status.
This phase helped us strike the balance between guidance and flexibility. It clarified which elements needed to be visible at all times and which could remain secondary. It also set the interaction patterns that carried forward into higher fidelity design while keeping the focus on clarity, predictability and reducing mental load in the field.
Testing & Iteration
Because this work needed to land quickly in the field, we tested constantly while we designed. We shared early prototypes with FPMs and field leadership during weekly touchpoints, gathered feedback in real time and made updates between sessions. We also reviewed the experience with operations teams to be sure the workflows matched the reality of scheduling, routing and daily execution.
The patterns were consistent. FPMs wanted clarity the moment they opened the app. They needed to know where they were going, what they were doing when they arrived and whether anything had changed since the last visit. Anything that created uncertainty was friction.
A few key insights shaped the product:
- Today matters most. FPMs plan around the current day while still needing awareness of what is coming next.
- Missed visits were rarely about intent. They happened when tasks slipped through cracks created by fragmented tools and mental tracking.
- Routing decisions carried real time cost. Even small inefficiencies could ripple through the rest of the day.
- Flexibility still mattered. While FPMs could not edit the schedule directly they needed the ability to move between tasks in the moment when conditions changed.
We validated flows with clickable prototypes and grounded the design in real field scenarios. Much of the refinement focused on hierarchy, labeling and how tasks were grouped. The schedule had to feel like a clear source of truth but not rigid or brittle when the day shifted around it.
This feedback loop helped us keep the product honest. The goal was not to add more structure than FPMs needed. It was to reduce mental overhead and make it easier to stay on top of visits even when priorities changed on-site.
Delivery
As the work moved toward release I partnered closely with engineering to be sure the product matched the intent of the design. We focused on clarity, reliability and making sure the interaction model held up in real field conditions. The goal was to give FPMs a simple, trustworthy place to manage their day, not another tool that required extra effort to maintain.
I also worked with our content strategist to refine labels, empty states and system messages so the language stayed direct and confident. Everything needed to feel familiar to the way FPMs already spoke about their work.
Before launch we validated the final flows against real scenarios. We confirmed that an FPM could open the app, understand what mattered today, move between tasks when needed and stay oriented without extra cognitive load. That last step helped us ensure the product behaved predictably before it reached the field.
The screens that follow represent the final scheduling and task experience inside the FPM app and the core patterns that supported daily execution in the field.
When FPMs open the app they land on the main dashboard. Here they can see their daily goal, how many tasks are due, what has been completed and anything that is overdue. Tasks are grouped by day so the schedule is easy to scan and the focus stays on what matters right now.
FPMs can filter tasks by due date or project. This helps them focus on what needs attention right now or plan ahead when the schedule allows. Filtering also keeps related work together so the list feels cleaner and easier to manage in the field.
FPMs can also search for tasks by keyword or project number. This makes it easy to jump straight to a specific job without scrolling through long lists, especially when details change during the day or a client calls with a quick question.
By tapping a task card, FPMs can see key details about the job, including the property location and size. This gives them the context they need before arriving on-site without digging through multiple tools or screens.
FPMs can switch to a map view to see where each property is located along with estimated travel time. They can also search for any property with an active project so it’s easier to plan the day and reduce time lost in transit.
If an FPM wants to preview a task they can see how many rooms are on the property and the line items within each room. This gives a clear sense of scope before they arrive on-site.
They can also view access details like lockbox codes, gate codes and any parking instructions so there are no surprises when they reach the property.
Impact
The Scheduling and Tasks feature reshaped how FPMs managed their day. What had once relied on mental tracking, text threads and scattered notes became a single source of truth that supported real field conditions. Daily priorities were easier to see, appointments were harder to miss and work moved with fewer surprises.
Reliability improved in the process. Clear visibility into upcoming visits helped reduce missed appointments and the map view strengthened route planning so time on the road felt more intentional. FPMs could stay focused on the work in front of them while still seeing what was coming next.
Operationally, the product eased pressure across the business. With better organization and clearer structure, FPMs could handle a larger volume of properties without extending their days. Leadership also gained more predictability around visit completion and scheduling performance, which supported planning at scale.
Most importantly, the experience felt aligned with the job. The tool respected the pace of field work, reduced mental load and helped FPMs stay ahead of the day instead of reacting to it. That balance of clarity and flexibility set a strong foundation for future field tools inside the platform.
Reflection
This project reinforced how different it is to design for people who live their work in motion. Spending time with FPMs made it clear that the best tools do not ask for attention. They remove noise, support judgment in the moment and make the day feel more manageable. Scheduling and Tasks showed how powerful design can be when it starts from the real pace and pressure of field work.
It also strengthened my belief that clarity and flexibility can exist together in a single system. FPMs needed structure they could trust, while still having enough space to respond when conditions changed on-site. Getting that balance right meant being intentional about hierarchy, language and workflow so the product felt steady without feeling restrictive.
The details mattered more than anything. A list grouped by day that matched how work actually happens. A clear sense of what is overdue so nothing slips. A map that turns time on the road into a real planning tool. These choices seem small on their own, but together they shape how confident someone feels moving through their day.
Above all, this work reminded me that great product design is about respecting the people who use it. When tools reduce mental load and support real decisions, quality improves, stress drops and the organization benefits in ways that show up both in metrics and in how the work feels. That is the kind of impact I always aim to create.
Let’s talk!
If you’re looking for thoughtful, outcomes-driven product design, I’d love to hear what you’re working on.
Say hi!
Designing a scheduling and task experience that helped Field Project Managers stay organized, reduce missed appointments and spend more time at properties instead of planning their day.
Results
25% Fewer Missed Visits
Clear scheduling and reminders helped reduce missed appointments across projects.
More Time On-Site
FPMs spent less time planning their day and more time at properties.
Better Team Visibility
Supervisors could track progress and risk in real time without chasing updates.
Stronger First Visits
FPMs arrived prepared with access info and property details already in hand.
Context
Lessen manages renovation and turn work across a large national portfolio. Field Project Managers are responsible for coordinating site visits, inspecting progress and keeping work on track across multiple properties at once. Before this tool existed, scheduling happened through a mix of texts, emails and personal notes.
This created real risk. Appointments were missed. Delays went unnoticed. FPM supervisors lacked clear visibility into project status. It also meant FPMs were spending valuable time manually planning routes instead of focusing on the work happening inside each property.
We needed a centralized scheduling and task experience inside the FPM mobile app that helped FPMs understand what needed to be done, where they needed to be and when the work was due. And it had to do all of that without slowing them down.
Core Challenges
1. Multiple projects happening at once
FPMs were responsible for dozens of active properties at the same time, all at different stages of renovation. Without a single place to see what needed attention, it was easy for work to slip through the cracks or for priorities to feel unclear.
2. Missed appointments and late projects
Scheduling often lived in texts, emails or personal notes which meant reminders were inconsistent and appointments were sometimes forgotten. A missed site visit could stall work, delay contractors and create frustration for clients.
3. Limited visibility for supervisors
Supervisors had very little real-time insight into what their teams had completed or what was at risk. This made it hard to identify stalled work early, provide support or rebalance workloads before small problems became bigger ones.
4. Planning the day took too much time
FPMs were spending chunks of their day organizing routes, sorting through tasks and figuring out where to go next. The mental effort required to plan the work often competed with the work itself, which created stress and inefficiency.
5. Access issues on arrival
In some cases, FPMs would arrive at a property only to discover that key details like entry instructions or lockbox codes were missing or buried in old messages. That meant wasted trips, delays and unnecessary coordination effort.
6. No clear picture of expectations
Daily goals existed, but tracking progress toward them meant mentally tallying completed work or relying on reports that lagged behind reality. FPMs didn’t always have a clear indicator of how they were performing throughout the day.
Who We Served
Field Project Managers (FPMs)
FPMs were responsible for keeping dozens of active projects moving at once, often across large geographic areas. Their day was a mix of site visits, contractor coordination, documentation and problem solving in the field. They needed a scheduling and task system that made their day feel organized instead of chaotic. It had to surface what mattered most, reduce the mental load of planning and work reliably on mobile devices during constant movement.
FPM Supervisors
Supervisors were accountable for overall workload balance, project progress and risk across their teams. Without real-time visibility, most updates came through texts, calls or late reports which made it difficult to intervene early when projects started to slip. They needed a clear, accurate picture of what their teams were working on, which tasks were overdue and where support might be needed before delays compounded.
Contractors and Property Owners
Both contractors and clients depended on FPMs arriving on time and keeping work aligned to schedule. Missed appointments or unclear expectations could slow the entire renovation process. By improving scheduling accuracy and task clarity, this work helped create more predictable site visits, fewer surprises and smoother coordination between everyone involved.
Design Strategy
Our goal was to create a scheduling and task system that helped FPMs stay organized without adding more process to their day. The tool needed to support constant movement, quick context switching and real operational pressure. That meant prioritizing clarity and momentum over interface complexity or feature density.
Make the day clear at a glance
The first screen needed to answer simple questions fast. What is due now, what is overdue and what matters most today. Immediate work was surfaced up front so FPMs always knew where to start. At the same time, they could look ahead to upcoming tasks and future visits so longer-term planning still felt manageable when needed.
Move seamlessly from plan to action
Scheduling only matters if it supports what happens on-site. We designed the experience so FPMs could shift from their task list into property details, access instructions and project context with as little friction as possible. The goal was to keep focus on the work, not the tool.
Keep the system transparent for everyone
Supervisors needed a clear view into activity and progress without interrupting the field. We designed the system so updates flowed naturally from daily work and created visibility without extra reporting effort.
Design for real world constraints
The experience had to work while in transit, in basements, in empty homes and on mobile devices used all day. That meant simple navigation, predictable patterns and a calm presentation of information so FPMs felt supported instead of overwhelmed.
Definition of Success
Success for Scheduling and Tasks was not only about giving FPMs a calendar. It was about creating clarity in their day, reducing operational risk and helping teams stay aligned without extra process. Every design decision tied back to measurable improvements in reliability, time on-site and visibility across the business.
We defined success across three areas.
1. Fewer missed visits
Before this work, scheduling lived across texts, emails and personal notes. Appointments were sometimes missed or delayed because reminders and expectations were not centralized.
Success meant building a system that supported accountability without adding friction. That looked like:
- Clear task due dates and project timing
- Simple prioritization so urgent work rose to the top
- Reminders that kept upcoming site visits visible throughout the day
If the tool worked, missed visits would drop and downstream delays would shrink.
2. More time spent at properties
Planning the day should not compete with doing the work. FPMs needed to understand what mattered right now while still being able to look ahead and prepare for upcoming site visits.
Success meant reducing the mental load of planning so FPMs could stay focused in the field. That looked like:
- A clear view of today’s tasks the moment the app opened
- Easy access to property details and entry instructions
- The ability to see future work so travel and preparation felt manageable
When the experience worked, FPMs would spend more of their time on-site and less time coordinating logistics.
3. Better visibility across teams
Supervisors needed a reliable way to understand progress and risk without constantly chasing updates. Status should flow naturally from daily work, not from extra reporting effort.
Success meant giving leaders a real-time view of workload, overdue tasks and project momentum so they could step in early when support was needed.
Together, these outcomes defined whether the product was doing its job. If FPMs felt clearer about their day, supervisors understood progress without interruption and appointment reliability improved, the design was successful.
How We Worked
Our core team included two product designers, nine engineers, one product manager and one UX writer. As Lead Designer, I owned the product vision, interaction model and overall quality of the experience from early exploration through delivery. I partnered closely with the second designer to divide flows, review work frequently and ensure the system felt cohesive across every screen.
Because this product served the same audience as the Preconstruction Walk, we did not restart user research from zero. Instead, we intentionally reused the existing persona and empathy map that already reflected the reality of FPM field work. This allowed us to move faster while staying grounded in a deep understanding of user needs and constraints.
Collaboration with engineering and product was constant. We held early reviews to stress test design decisions against technical constraints, edge cases and field reliability. Our UX writer shaped clear, calm language so tasks and scheduling details felt understandable in the moment, even under time pressure.
We also kept a steady feedback loop with FPMs and field leadership. Weekly sessions gave us insight into how the workday actually unfolded, what caused delays and where clarity mattered most. This rhythm helped us refine the product based on lived experience rather than assumptions and kept the team aligned around the same outcomes.
Process
This project moved fast. We had to design and deliver meaningful improvements without slowing down field operations or restarting research from zero. Because this product served the same FPM audience as our previous work, we built on the persona, empathy map and survey insights we had already created. From there, we layered in new learning through weekly conversations with FPMs and field leadership. Research, design and feedback happened side by side so we could make confident decisions at speed.
Research
Design
Validation
Research
Because this feature served the same FPM audience as the Preconstruction Walk, we did not restart discovery from zero. Instead, we built on the same research foundation that already reflected the reality of field work. That work included surveys, interviews and weekly discussions with FPMs and field leadership.
The surveys below were originally conducted for the Preconstruction Walk project with the same user group. We reused these insights intentionally, then validated and expanded them through ongoing conversations with the field to be sure they still represented real conditions and needs.
How satisfied are you with the current tools and applications provided by Lessen for your property walks?
40%
10%
40%
10%
VERY SATISFIED
SLIGHTLY SATISFIED
SLIGHTLY DISSATISFIED
VERY DISSATISFIED
How satisfied are you with third party tools and applications for your property walks?
40%
20%
30%
10%
VERY SATISFIED
SLIGHTLY SATISFIED
SLIGHTLY DISSATISFIED
VERY DISSATISFIED
What features or functionalities do you believe are missing from existing third party tools that would significantly improve your workflow?
Rearrange Categories
6
Progress Indicators
5
Photo Upload
8
Offline Functionality
6
0
5
10
What are the biggest unnecessary time consumers during your day?
Post-walk Reconciliation
10
Signal Loss
5
Property Access
3
Contractor Issues
3
0
5
10
How do you most often communicate with property owners throughout the different phases of a renovation project?
40%
40%
20%
PHONE
TEXT
OTHER
How do you most often communicate with contractors throughout the different phases of a renovation project?
70%
10%
10%
10%
PHONE
TEXT
OTHER
The survey work we completed during the Preconstruction Walk project also gave us valuable insight into Scheduling and Tasks. Rather than recreating the research, we revisited those findings and used them as a foundation for this work. The themes were still highly relevant. Satisfaction with existing tools was mixed, and most FPMs were relying on a patchwork of emails, texts, spreadsheets and memory to manage their schedules and daily commitments.
From there, the same core patterns continued to show up in our weekly conversations with the field:
FPMs were responsible for a large number of active properties, all at different stages of renovation or turn.
They struggled to keep track of contractor visits, owner meetings and internal milestones.
Important details were often scattered across channels, which made accountability difficult.
And when plans shifted, it was easy for something to fall through the cracks.
The biggest takeaway was cognitive overload. FPMs were not just tracking tasks. They were constantly coordinating timing, routing, dependencies and expectations, often from the road. Missed appointments rarely came from neglect. They came from systems that forced people to manage too much in their heads.
When we asked what would make the biggest impact, the answer was clear. They needed a single, reliable source of truth that highlighted what required immediate attention, while still allowing them to see further ahead so they could plan routes and workloads intelligently.
We paired these insights with the empathy mapping and existing FPM persona to better understand the emotional and mental load behind their work. That lens helped us see that Scheduling and Tasks was not just about logistics. It was about reducing stress, strengthening relationships with contractors and owners, and giving FPMs confidence that nothing critical would be missed.
Our goal became reducing the amount of thinking required to stay organized, while still supporting the reality of shifting schedules and unpredictable field work.
With that in mind, we designed a detailed user flow that showed how FPMs move through Scheduling and Tasks inside the app. It outlined how tasks are created, prioritized, routed and completed, and how each step connects to the broader renovation lifecycle.
This flow helped align design, engineering and field leadership around a shared understanding of how scheduling should work inside the app. With that foundation in place, we moved into designing the core interactions and screens.
Design & Prototyping
With the user flow defined, I moved into low fidelity wireframes to shape how scheduling and task management would actually work inside the app. The goal was simple. Turn a scattered set of calendars, texts and mental notes into a single, dependable system that helped FPMs plan their day and react to changes without feeling overwhelmed.
I treated each screen as part of a larger rhythm. What do I need to do right now. What is coming next. And how should I adjust if something changes. The wireframes focused on sequencing, clarity and reducing the number of decisions a user needed to make at once.
Key patterns emerged early:
- A clear daily task list that highlighted what needed attention now while still allowing users to look ahead when they had time
- A map based view so FPMs could plan routes efficiently instead of jumping between tools
- Simple, scannable cards with only the essential details needed to take action
- Inline controls for starting tasks, viewing status and getting directions without drilling into deep menus
These early concepts helped us test whether the structure matched the reality of the job. Could an FPM glance at the app between site visits and instantly understand what mattered. Could they shift priorities fast when a contractor ran late or an owner rescheduled. And could they do all of that without losing track of longer term work.
Once the core flow felt right the wireframes helped us see how the experience would actually play out in a real workday. The goal was to support momentum, not slow anyone down. Scheduling needed to be clear at a glance, task details had to be easy to access and routing could not require extra thinking on top of an already full day.
A key principle guided the work: help FPMs stay ahead of the day, not react to it. That meant surfacing today’s priorities first while still allowing visibility into what was coming next so planning did not depend on outside tools or memory. Tasks were grouped by date, location and status so it was obvious what needed attention now and what could wait.
These wireframes also gave us space to validate how much information belonged on each screen. We tested whether an FPM could open the app between properties, quickly understand where they needed to go, tap into a task, complete it and move on without friction. At the same time the layout supported deeper context when needed, such as directions, notes or changes in status.
This phase helped us strike the balance between guidance and flexibility. It clarified which elements needed to be visible at all times and which could remain secondary. It also set the interaction patterns that carried forward into higher fidelity design while keeping the focus on clarity, predictability and reducing mental load in the field.
Testing & Iteration
Because this work needed to land quickly in the field, we tested constantly while we designed. We shared early prototypes with FPMs and field leadership during weekly touchpoints, gathered feedback in real time and made updates between sessions. We also reviewed the experience with operations teams to be sure the workflows matched the reality of scheduling, routing and daily execution.
The patterns were consistent. FPMs wanted clarity the moment they opened the app. They needed to know where they were going, what they were doing when they arrived and whether anything had changed since the last visit. Anything that created uncertainty was friction.
A few key insights shaped the product:
- Today matters most. FPMs plan around the current day while still needing awareness of what is coming next.
- Missed visits were rarely about intent. They happened when tasks slipped through cracks created by fragmented tools and mental tracking.
- Routing decisions carried real time cost. Even small inefficiencies could ripple through the rest of the day.
- Flexibility still mattered. While FPMs could not edit the schedule directly they needed the ability to move between tasks in the moment when conditions changed.
We validated flows with clickable prototypes and grounded the design in real field scenarios. Much of the refinement focused on hierarchy, labeling and how tasks were grouped. The schedule had to feel like a clear source of truth but not rigid or brittle when the day shifted around it.
This feedback loop helped us keep the product honest. The goal was not to add more structure than FPMs needed. It was to reduce mental overhead and make it easier to stay on top of visits even when priorities changed on-site.
Delivery
As the work moved toward release I partnered closely with engineering to be sure the product matched the intent of the design. We focused on clarity, reliability and making sure the interaction model held up in real field conditions. The goal was to give FPMs a simple, trustworthy place to manage their day, not another tool that required extra effort to maintain.
I also worked with our content strategist to refine labels, empty states and system messages so the language stayed direct and confident. Everything needed to feel familiar to the way FPMs already spoke about their work.
Before launch we validated the final flows against real scenarios. We confirmed that an FPM could open the app, understand what mattered today, move between tasks when needed and stay oriented without extra cognitive load. That last step helped us ensure the product behaved predictably before it reached the field.
The screens that follow represent the final scheduling and task experience inside the FPM app and the core patterns that supported daily execution in the field.
When FPMs open the app they land on the main dashboard. Here they can see their daily goal, how many tasks are due, what has been completed and anything that is overdue. Tasks are grouped by day so the schedule is easy to scan and the focus stays on what matters right now.
FPMs can filter tasks by due date or project. This helps them focus on what needs attention right now or plan ahead when the schedule allows. Filtering also keeps related work together so the list feels cleaner and easier to manage in the field.
FPMs can also search for tasks by keyword or project number. This makes it easy to jump straight to a specific job without scrolling through long lists, especially when details change during the day or a client calls with a quick question.
By tapping a task card, FPMs can see key details about the job, including the property location and size. This gives them the context they need before arriving on-site without digging through multiple tools or screens.
FPMs can switch to a map view to see where each property is located along with estimated travel time. They can also search for any property with an active project so it’s easier to plan the day and reduce time lost in transit.
If an FPM wants to preview a task they can see how many rooms are on the property and the line items within each room. This gives a clear sense of scope before they arrive on-site.
They can also view access details like lockbox codes, gate codes and any parking instructions so there are no surprises when they reach the property.
Impact
The Scheduling and Tasks feature reshaped how FPMs managed their day. What had once relied on mental tracking, text threads and scattered notes became a single source of truth that supported real field conditions. Daily priorities were easier to see, appointments were harder to miss and work moved with fewer surprises.
Reliability improved in the process. Clear visibility into upcoming visits helped reduce missed appointments and the map view strengthened route planning so time on the road felt more intentional. FPMs could stay focused on the work in front of them while still seeing what was coming next.
Operationally, the product eased pressure across the business. With better organization and clearer structure, FPMs could handle a larger volume of properties without extending their days. Leadership also gained more predictability around visit completion and scheduling performance, which supported planning at scale.
Most importantly, the experience felt aligned with the job. The tool respected the pace of field work, reduced mental load and helped FPMs stay ahead of the day instead of reacting to it. That balance of clarity and flexibility set a strong foundation for future field tools inside the platform.
Reflection
This project reinforced how different it is to design for people who live their work in motion. Spending time with FPMs made it clear that the best tools do not ask for attention. They remove noise, support judgment in the moment and make the day feel more manageable. Scheduling and Tasks showed how powerful design can be when it starts from the real pace and pressure of field work.
It also strengthened my belief that clarity and flexibility can exist together in a single system. FPMs needed structure they could trust, while still having enough space to respond when conditions changed on-site. Getting that balance right meant being intentional about hierarchy, language and workflow so the product felt steady without feeling restrictive.
The details mattered more than anything. A list grouped by day that matched how work actually happens. A clear sense of what is overdue so nothing slips. A map that turns time on the road into a real planning tool. These choices seem small on their own, but together they shape how confident someone feels moving through their day.
Above all, this work reminded me that great product design is about respecting the people who use it. When tools reduce mental load and support real decisions, quality improves, stress drops and the organization benefits in ways that show up both in metrics and in how the work feels. That is the kind of impact I always aim to create.
Let’s talk!
If you’re looking for thoughtful, outcomes-driven product design, I’d love to hear what you’re working on.
Say hi!
Designing a scheduling and task experience that helped Field Project Managers stay organized, reduce missed appointments and spend more time at properties instead of planning their day.
Results
25% Fewer Missed Visits
Clear scheduling and reminders helped reduce missed appointments across projects.
More Time On-Site
FPMs spent less time planning their day and more time at properties.
Better Team Visibility
Supervisors could track progress and risk in real time without chasing updates.
Stronger First Visits
FPMs arrived prepared with access info and property details already in hand.
Context
Lessen manages renovation and turn work across a large national portfolio. Field Project Managers are responsible for coordinating site visits, inspecting progress and keeping work on track across multiple properties at once. Before this tool existed, scheduling happened through a mix of texts, emails and personal notes.
This created real risk. Appointments were missed. Delays went unnoticed. FPM supervisors lacked clear visibility into project status. It also meant FPMs were spending valuable time manually planning routes instead of focusing on the work happening inside each property.
We needed a centralized scheduling and task experience inside the FPM mobile app that helped FPMs understand what needed to be done, where they needed to be and when the work was due. And it had to do all of that without slowing them down.
Core Challenges
1. Multiple projects happening at once
FPMs were responsible for dozens of active properties at the same time, all at different stages of renovation. Without a single place to see what needed attention, it was easy for work to slip through the cracks or for priorities to feel unclear.
2. Missed appointments and late projects
Scheduling often lived in texts, emails or personal notes which meant reminders were inconsistent and appointments were sometimes forgotten. A missed site visit could stall work, delay contractors and create frustration for clients.
3. Limited visibility for supervisors
Supervisors had very little real-time insight into what their teams had completed or what was at risk. This made it hard to identify stalled work early, provide support or rebalance workloads before small problems became bigger ones.
4. Planning the day took too much time
FPMs were spending chunks of their day organizing routes, sorting through tasks and figuring out where to go next. The mental effort required to plan the work often competed with the work itself, which created stress and inefficiency.
5. Access issues on arrival
In some cases, FPMs would arrive at a property only to discover that key details like entry instructions or lockbox codes were missing or buried in old messages. That meant wasted trips, delays and unnecessary coordination effort.
6. No clear picture of expectations
Daily goals existed, but tracking progress toward them meant mentally tallying completed work or relying on reports that lagged behind reality. FPMs didn’t always have a clear indicator of how they were performing throughout the day.
Who We Served
Field Project Managers (FPMs)
FPMs were responsible for keeping dozens of active projects moving at once, often across large geographic areas. Their day was a mix of site visits, contractor coordination, documentation and problem solving in the field. They needed a scheduling and task system that made their day feel organized instead of chaotic. It had to surface what mattered most, reduce the mental load of planning and work reliably on mobile devices during constant movement.
FPM Supervisors
Supervisors were accountable for overall workload balance, project progress and risk across their teams. Without real-time visibility, most updates came through texts, calls or late reports which made it difficult to intervene early when projects started to slip. They needed a clear, accurate picture of what their teams were working on, which tasks were overdue and where support might be needed before delays compounded.
Contractors and Property Owners
Both contractors and clients depended on FPMs arriving on time and keeping work aligned to schedule. Missed appointments or unclear expectations could slow the entire renovation process. By improving scheduling accuracy and task clarity, this work helped create more predictable site visits, fewer surprises and smoother coordination between everyone involved.
Design Strategy
Our goal was to create a scheduling and task system that helped FPMs stay organized without adding more process to their day. The tool needed to support constant movement, quick context switching and real operational pressure. That meant prioritizing clarity and momentum over interface complexity or feature density.
Make the day clear at a glance
The first screen needed to answer simple questions fast. What is due now, what is overdue and what matters most today. Immediate work was surfaced up front so FPMs always knew where to start. At the same time, they could look ahead to upcoming tasks and future visits so longer-term planning still felt manageable when needed.
Move seamlessly from plan to action
Scheduling only matters if it supports what happens on-site. We designed the experience so FPMs could shift from their task list into property details, access instructions and project context with as little friction as possible. The goal was to keep focus on the work, not the tool.
Keep the system transparent for everyone
Supervisors needed a clear view into activity and progress without interrupting the field. We designed the system so updates flowed naturally from daily work and created visibility without extra reporting effort.
Design for real world constraints
The experience had to work while in transit, in basements, in empty homes and on mobile devices used all day. That meant simple navigation, predictable patterns and a calm presentation of information so FPMs felt supported instead of overwhelmed.
Definition of Success
Success for Scheduling and Tasks was not only about giving FPMs a calendar. It was about creating clarity in their day, reducing operational risk and helping teams stay aligned without extra process. Every design decision tied back to measurable improvements in reliability, time on-site and visibility across the business.
We defined success across three areas.
1. Fewer missed visits
Before this work, scheduling lived across texts, emails and personal notes. Appointments were sometimes missed or delayed because reminders and expectations were not centralized.
Success meant building a system that supported accountability without adding friction. That looked like:
- Clear task due dates and project timing
- Simple prioritization so urgent work rose to the top
- Reminders that kept upcoming site visits visible throughout the day
If the tool worked, missed visits would drop and downstream delays would shrink.
2. More time spent at properties
Planning the day should not compete with doing the work. FPMs needed to understand what mattered right now while still being able to look ahead and prepare for upcoming site visits.
Success meant reducing the mental load of planning so FPMs could stay focused in the field. That looked like:
- A clear view of today’s tasks the moment the app opened
- Easy access to property details and entry instructions
- The ability to see future work so travel and preparation felt manageable
When the experience worked, FPMs would spend more of their time on-site and less time coordinating logistics.
3. Better visibility across teams
Supervisors needed a reliable way to understand progress and risk without constantly chasing updates. Status should flow naturally from daily work, not from extra reporting effort.
Success meant giving leaders a real-time view of workload, overdue tasks and project momentum so they could step in early when support was needed.
Together, these outcomes defined whether the product was doing its job. If FPMs felt clearer about their day, supervisors understood progress without interruption and appointment reliability improved, the design was successful.
How We Worked
Our core team included two product designers, nine engineers, one product manager and one UX writer. As Lead Designer, I owned the product vision, interaction model and overall quality of the experience from early exploration through delivery. I partnered closely with the second designer to divide flows, review work frequently and ensure the system felt cohesive across every screen.
Because this product served the same audience as the Preconstruction Walk, we did not restart user research from zero. Instead, we intentionally reused the existing persona and empathy map that already reflected the reality of FPM field work. This allowed us to move faster while staying grounded in a deep understanding of user needs and constraints.
Collaboration with engineering and product was constant. We held early reviews to stress test design decisions against technical constraints, edge cases and field reliability. Our UX writer shaped clear, calm language so tasks and scheduling details felt understandable in the moment, even under time pressure.
We also kept a steady feedback loop with FPMs and field leadership. Weekly sessions gave us insight into how the workday actually unfolded, what caused delays and where clarity mattered most. This rhythm helped us refine the product based on lived experience rather than assumptions and kept the team aligned around the same outcomes.
Process
This project moved fast. We had to design and deliver meaningful improvements without slowing down field operations or restarting research from zero. Because this product served the same FPM audience as our previous work, we built on the persona, empathy map and survey insights we had already created. From there, we layered in new learning through weekly conversations with FPMs and field leadership. Research, design and feedback happened side by side so we could make confident decisions at speed.
Research
Design
Validation
Research
Because this feature served the same FPM audience as the Preconstruction Walk, we did not restart discovery from zero. Instead, we built on the same research foundation that already reflected the reality of field work. That work included surveys, interviews and weekly discussions with FPMs and field leadership.
The surveys below were originally conducted for the Preconstruction Walk project with the same user group. We reused these insights intentionally, then validated and expanded them through ongoing conversations with the field to be sure they still represented real conditions and needs.
How satisfied are you with the current tools and applications provided by Lessen for your property walks?
40%
10%
40%
10%
VERY SATISFIED
SLIGHTLY SATISFIED
SLIGHTLY DISSATISFIED
VERY DISSATISFIED
How satisfied are you with third party tools and applications for your property walks?
40%
20%
30%
10%
VERY SATISFIED
SLIGHTLY SATISFIED
SLIGHTLY DISSATISFIED
VERY DISSATISFIED
What features or functionalities do you believe are missing from existing third party tools that would significantly improve your workflow?
Rearrange Categories
6
Progress Indicators
5
Photo Upload
8
Offline Functionality
6
0
5
10
What are the biggest unnecessary time consumers during your day?
Post-walk Reconciliation
10
Signal Loss
5
Property Access
3
Contractor Issues
3
0
5
10
How do you most often communicate with property owners throughout the different phases of a renovation project?
40%
40%
20%
PHONE
TEXT
OTHER
How do you most often communicate with contractors throughout the different phases of a renovation project?
70%
10%
10%
10%
PHONE
TEXT
OTHER
The survey work we completed during the Preconstruction Walk project also gave us valuable insight into Scheduling and Tasks. Rather than recreating the research, we revisited those findings and used them as a foundation for this work. The themes were still highly relevant. Satisfaction with existing tools was mixed, and most FPMs were relying on a patchwork of emails, texts, spreadsheets and memory to manage their schedules and daily commitments.
From there, the same core patterns continued to show up in our weekly conversations with the field:
FPMs were responsible for a large number of active properties, all at different stages of renovation or turn.
They struggled to keep track of contractor visits, owner meetings and internal milestones.
Important details were often scattered across channels, which made accountability difficult.
And when plans shifted, it was easy for something to fall through the cracks.
The biggest takeaway was cognitive overload. FPMs were not just tracking tasks. They were constantly coordinating timing, routing, dependencies and expectations, often from the road. Missed appointments rarely came from neglect. They came from systems that forced people to manage too much in their heads.
When we asked what would make the biggest impact, the answer was clear. They needed a single, reliable source of truth that highlighted what required immediate attention, while still allowing them to see further ahead so they could plan routes and workloads intelligently.
We paired these insights with the empathy mapping and existing FPM persona to better understand the emotional and mental load behind their work. That lens helped us see that Scheduling and Tasks was not just about logistics. It was about reducing stress, strengthening relationships with contractors and owners, and giving FPMs confidence that nothing critical would be missed.
Our goal became reducing the amount of thinking required to stay organized, while still supporting the reality of shifting schedules and unpredictable field work.
With that in mind, we designed a detailed user flow that showed how FPMs move through Scheduling and Tasks inside the app. It outlined how tasks are created, prioritized, routed and completed, and how each step connects to the broader renovation lifecycle.
This flow helped align design, engineering and field leadership around a shared understanding of how scheduling should work inside the app. With that foundation in place, we moved into designing the core interactions and screens.
Design & Prototyping
With the user flow defined, I moved into low fidelity wireframes to shape how scheduling and task management would actually work inside the app. The goal was simple. Turn a scattered set of calendars, texts and mental notes into a single, dependable system that helped FPMs plan their day and react to changes without feeling overwhelmed.
I treated each screen as part of a larger rhythm. What do I need to do right now. What is coming next. And how should I adjust if something changes. The wireframes focused on sequencing, clarity and reducing the number of decisions a user needed to make at once.
Key patterns emerged early:
- A clear daily task list that highlighted what needed attention now while still allowing users to look ahead when they had time
- A map based view so FPMs could plan routes efficiently instead of jumping between tools
- Simple, scannable cards with only the essential details needed to take action
- Inline controls for starting tasks, viewing status and getting directions without drilling into deep menus
These early concepts helped us test whether the structure matched the reality of the job. Could an FPM glance at the app between site visits and instantly understand what mattered. Could they shift priorities fast when a contractor ran late or an owner rescheduled. And could they do all of that without losing track of longer term work.
Once the core flow felt right the wireframes helped us see how the experience would actually play out in a real workday. The goal was to support momentum, not slow anyone down. Scheduling needed to be clear at a glance, task details had to be easy to access and routing could not require extra thinking on top of an already full day.
A key principle guided the work: help FPMs stay ahead of the day, not react to it. That meant surfacing today’s priorities first while still allowing visibility into what was coming next so planning did not depend on outside tools or memory. Tasks were grouped by date, location and status so it was obvious what needed attention now and what could wait.
These wireframes also gave us space to validate how much information belonged on each screen. We tested whether an FPM could open the app between properties, quickly understand where they needed to go, tap into a task, complete it and move on without friction. At the same time the layout supported deeper context when needed, such as directions, notes or changes in status.
This phase helped us strike the balance between guidance and flexibility. It clarified which elements needed to be visible at all times and which could remain secondary. It also set the interaction patterns that carried forward into higher fidelity design while keeping the focus on clarity, predictability and reducing mental load in the field.
Testing & Iteration
Because this work needed to land quickly in the field, we tested constantly while we designed. We shared early prototypes with FPMs and field leadership during weekly touchpoints, gathered feedback in real time and made updates between sessions. We also reviewed the experience with operations teams to be sure the workflows matched the reality of scheduling, routing and daily execution.
The patterns were consistent. FPMs wanted clarity the moment they opened the app. They needed to know where they were going, what they were doing when they arrived and whether anything had changed since the last visit. Anything that created uncertainty was friction.
A few key insights shaped the product:
- Today matters most. FPMs plan around the current day while still needing awareness of what is coming next.
- Missed visits were rarely about intent. They happened when tasks slipped through cracks created by fragmented tools and mental tracking.
- Routing decisions carried real time cost. Even small inefficiencies could ripple through the rest of the day.
- Flexibility still mattered. While FPMs could not edit the schedule directly they needed the ability to move between tasks in the moment when conditions changed.
We validated flows with clickable prototypes and grounded the design in real field scenarios. Much of the refinement focused on hierarchy, labeling and how tasks were grouped. The schedule had to feel like a clear source of truth but not rigid or brittle when the day shifted around it.
This feedback loop helped us keep the product honest. The goal was not to add more structure than FPMs needed. It was to reduce mental overhead and make it easier to stay on top of visits even when priorities changed on-site.
Delivery
As the work moved toward release I partnered closely with engineering to be sure the product matched the intent of the design. We focused on clarity, reliability and making sure the interaction model held up in real field conditions. The goal was to give FPMs a simple, trustworthy place to manage their day, not another tool that required extra effort to maintain.
I also worked with our content strategist to refine labels, empty states and system messages so the language stayed direct and confident. Everything needed to feel familiar to the way FPMs already spoke about their work.
Before launch we validated the final flows against real scenarios. We confirmed that an FPM could open the app, understand what mattered today, move between tasks when needed and stay oriented without extra cognitive load. That last step helped us ensure the product behaved predictably before it reached the field.
The screens that follow represent the final scheduling and task experience inside the FPM app and the core patterns that supported daily execution in the field.
When FPMs open the app they land on the main dashboard. Here they can see their daily goal, how many tasks are due, what has been completed and anything that is overdue. Tasks are grouped by day so the schedule is easy to scan and the focus stays on what matters right now.
FPMs can filter tasks by due date or project. This helps them focus on what needs attention right now or plan ahead when the schedule allows. Filtering also keeps related work together so the list feels cleaner and easier to manage in the field.
FPMs can also search for tasks by keyword or project number. This makes it easy to jump straight to a specific job without scrolling through long lists, especially when details change during the day or a client calls with a quick question.
By tapping a task card, FPMs can see key details about the job, including the property location and size. This gives them the context they need before arriving on-site without digging through multiple tools or screens.
FPMs can switch to a map view to see where each property is located along with estimated travel time. They can also search for any property with an active project so it’s easier to plan the day and reduce time lost in transit.
If an FPM wants to preview a task they can see how many rooms are on the property and the line items within each room. This gives a clear sense of scope before they arrive on-site.
They can also view access details like lockbox codes, gate codes and any parking instructions so there are no surprises when they reach the property.
Impact
The Scheduling and Tasks feature reshaped how FPMs managed their day. What had once relied on mental tracking, text threads and scattered notes became a single source of truth that supported real field conditions. Daily priorities were easier to see, appointments were harder to miss and work moved with fewer surprises.
Reliability improved in the process. Clear visibility into upcoming visits helped reduce missed appointments and the map view strengthened route planning so time on the road felt more intentional. FPMs could stay focused on the work in front of them while still seeing what was coming next.
Operationally, the product eased pressure across the business. With better organization and clearer structure, FPMs could handle a larger volume of properties without extending their days. Leadership also gained more predictability around visit completion and scheduling performance, which supported planning at scale.
Most importantly, the experience felt aligned with the job. The tool respected the pace of field work, reduced mental load and helped FPMs stay ahead of the day instead of reacting to it. That balance of clarity and flexibility set a strong foundation for future field tools inside the platform.
Reflection
This project reinforced how different it is to design for people who live their work in motion. Spending time with FPMs made it clear that the best tools do not ask for attention. They remove noise, support judgment in the moment and make the day feel more manageable. Scheduling and Tasks showed how powerful design can be when it starts from the real pace and pressure of field work.
It also strengthened my belief that clarity and flexibility can exist together in a single system. FPMs needed structure they could trust, while still having enough space to respond when conditions changed on-site. Getting that balance right meant being intentional about hierarchy, language and workflow so the product felt steady without feeling restrictive.
The details mattered more than anything. A list grouped by day that matched how work actually happens. A clear sense of what is overdue so nothing slips. A map that turns time on the road into a real planning tool. These choices seem small on their own, but together they shape how confident someone feels moving through their day.
Above all, this work reminded me that great product design is about respecting the people who use it. When tools reduce mental load and support real decisions, quality improves, stress drops and the organization benefits in ways that show up both in metrics and in how the work feels. That is the kind of impact I always aim to create.
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Designing a scheduling and task experience that helped Field Project Managers stay organized, reduce missed appointments and spend more time at properties instead of planning their day.
Results
25% Fewer Missed Visits
Clear scheduling and reminders helped reduce missed appointments across projects.
More Time On-Site
FPMs spent less time planning their day and more time at properties.
Better Team Visibility
Supervisors could track progress and risk in real time without chasing updates.
Stronger First Visits
FPMs arrived prepared with access info and property details already in hand.
Context
Lessen manages renovation and turn work across a large national portfolio. Field Project Managers are responsible for coordinating site visits, inspecting progress and keeping work on track across multiple properties at once. Before this tool existed, scheduling happened through a mix of texts, emails and personal notes.
This created real risk. Appointments were missed. Delays went unnoticed. FPM supervisors lacked clear visibility into project status. It also meant FPMs were spending valuable time manually planning routes instead of focusing on the work happening inside each property.
We needed a centralized scheduling and task experience inside the FPM mobile app that helped FPMs understand what needed to be done, where they needed to be and when the work was due. And it had to do all of that without slowing them down.
Core Challenges
1. Multiple projects happening at once
FPMs were responsible for dozens of active properties at the same time, all at different stages of renovation. Without a single place to see what needed attention, it was easy for work to slip through the cracks or for priorities to feel unclear.
2. Missed appointments and late projects
Scheduling often lived in texts, emails or personal notes which meant reminders were inconsistent and appointments were sometimes forgotten. A missed site visit could stall work, delay contractors and create frustration for clients.
3. Limited visibility for supervisors
Supervisors had very little real-time insight into what their teams had completed or what was at risk. This made it hard to identify stalled work early, provide support or rebalance workloads before small problems became bigger ones.
4. Planning the day took too much time
FPMs were spending chunks of their day organizing routes, sorting through tasks and figuring out where to go next. The mental effort required to plan the work often competed with the work itself, which created stress and inefficiency.
5. Access issues on arrival
In some cases, FPMs would arrive at a property only to discover that key details like entry instructions or lockbox codes were missing or buried in old messages. That meant wasted trips, delays and unnecessary coordination effort.
6. No clear picture of expectations
Daily goals existed, but tracking progress toward them meant mentally tallying completed work or relying on reports that lagged behind reality. FPMs didn’t always have a clear indicator of how they were performing throughout the day.
Who We Served
Field Project Managers (FPMs)
FPMs were responsible for keeping dozens of active projects moving at once, often across large geographic areas. Their day was a mix of site visits, contractor coordination, documentation and problem solving in the field. They needed a scheduling and task system that made their day feel organized instead of chaotic. It had to surface what mattered most, reduce the mental load of planning and work reliably on mobile devices during constant movement.
FPM Supervisors
Supervisors were accountable for overall workload balance, project progress and risk across their teams. Without real-time visibility, most updates came through texts, calls or late reports which made it difficult to intervene early when projects started to slip. They needed a clear, accurate picture of what their teams were working on, which tasks were overdue and where support might be needed before delays compounded.
Contractors and Property Owners
Both contractors and clients depended on FPMs arriving on time and keeping work aligned to schedule. Missed appointments or unclear expectations could slow the entire renovation process. By improving scheduling accuracy and task clarity, this work helped create more predictable site visits, fewer surprises and smoother coordination between everyone involved.
Design Strategy
Our goal was to create a scheduling and task system that helped FPMs stay organized without adding more process to their day. The tool needed to support constant movement, quick context switching and real operational pressure. That meant prioritizing clarity and momentum over interface complexity or feature density.
Make the day clear at a glance
The first screen needed to answer simple questions fast. What is due now, what is overdue and what matters most today. Immediate work was surfaced up front so FPMs always knew where to start. At the same time, they could look ahead to upcoming tasks and future visits so longer-term planning still felt manageable when needed.
Move seamlessly from plan to action
Scheduling only matters if it supports what happens on-site. We designed the experience so FPMs could shift from their task list into property details, access instructions and project context with as little friction as possible. The goal was to keep focus on the work, not the tool.
Keep the system transparent for everyone
Supervisors needed a clear view into activity and progress without interrupting the field. We designed the system so updates flowed naturally from daily work and created visibility without extra reporting effort.
Design for real world constraints
The experience had to work while in transit, in basements, in empty homes and on mobile devices used all day. That meant simple navigation, predictable patterns and a calm presentation of information so FPMs felt supported instead of overwhelmed.
Definition of Success
Success for Scheduling and Tasks was not only about giving FPMs a calendar. It was about creating clarity in their day, reducing operational risk and helping teams stay aligned without extra process. Every design decision tied back to measurable improvements in reliability, time on-site and visibility across the business.
We defined success across three areas.
1. Fewer missed visits
Before this work, scheduling lived across texts, emails and personal notes. Appointments were sometimes missed or delayed because reminders and expectations were not centralized.
Success meant building a system that supported accountability without adding friction. That looked like:
- Clear task due dates and project timing
- Simple prioritization so urgent work rose to the top
- Reminders that kept upcoming site visits visible throughout the day
If the tool worked, missed visits would drop and downstream delays would shrink.
2. More time spent at properties
Planning the day should not compete with doing the work. FPMs needed to understand what mattered right now while still being able to look ahead and prepare for upcoming site visits.
Success meant reducing the mental load of planning so FPMs could stay focused in the field. That looked like:
- A clear view of today’s tasks the moment the app opened
- Easy access to property details and entry instructions
- The ability to see future work so travel and preparation felt manageable
When the experience worked, FPMs would spend more of their time on-site and less time coordinating logistics.
3. Better visibility across teams
Supervisors needed a reliable way to understand progress and risk without constantly chasing updates. Status should flow naturally from daily work, not from extra reporting effort.
Success meant giving leaders a real-time view of workload, overdue tasks and project momentum so they could step in early when support was needed.
Together, these outcomes defined whether the product was doing its job. If FPMs felt clearer about their day, supervisors understood progress without interruption and appointment reliability improved, the design was successful.
How We Worked
Our core team included two product designers, nine engineers, one product manager and one UX writer. As Lead Designer, I owned the product vision, interaction model and overall quality of the experience from early exploration through delivery. I partnered closely with the second designer to divide flows, review work frequently and ensure the system felt cohesive across every screen.
Because this product served the same audience as the Preconstruction Walk, we did not restart user research from zero. Instead, we intentionally reused the existing persona and empathy map that already reflected the reality of FPM field work. This allowed us to move faster while staying grounded in a deep understanding of user needs and constraints.
Collaboration with engineering and product was constant. We held early reviews to stress test design decisions against technical constraints, edge cases and field reliability. Our UX writer shaped clear, calm language so tasks and scheduling details felt understandable in the moment, even under time pressure.
We also kept a steady feedback loop with FPMs and field leadership. Weekly sessions gave us insight into how the workday actually unfolded, what caused delays and where clarity mattered most. This rhythm helped us refine the product based on lived experience rather than assumptions and kept the team aligned around the same outcomes.
Process
This project moved fast. We had to design and deliver meaningful improvements without slowing down field operations or restarting research from zero. Because this product served the same FPM audience as our previous work, we built on the persona, empathy map and survey insights we had already created. From there, we layered in new learning through weekly conversations with FPMs and field leadership. Research, design and feedback happened side by side so we could make confident decisions at speed.
Research
Design
Validation
Research
Because this feature served the same FPM audience as the Preconstruction Walk, we did not restart discovery from zero. Instead, we built on the same research foundation that already reflected the reality of field work. That work included surveys, interviews and weekly discussions with FPMs and field leadership.
The surveys below were originally conducted for the Preconstruction Walk project with the same user group. We reused these insights intentionally, then validated and expanded them through ongoing conversations with the field to be sure they still represented real conditions and needs.
How satisfied are you with the current tools and applications provided by Lessen for your property walks?
40%
10%
40%
10%
VERY SATISFIED
SLIGHTLY SATISFIED
SLIGHTLY DISSATISFIED
VERY DISSATISFIED
How satisfied are you with third party tools and applications for your property walks?
40%
20%
30%
10%
VERY SATISFIED
SLIGHTLY SATISFIED
SLIGHTLY DISSATISFIED
VERY DISSATISFIED
What features or functionalities do you believe are missing from existing third party tools that would significantly improve your workflow?
Rearrange Categories
6
Progress Indicators
5
Photo Upload
8
Offline Functionality
6
0
5
10
What are the biggest unnecessary time consumers during your day?
Post-walk Reconciliation
10
Signal Loss
5
Property Access
3
Contractor Issues
3
0
5
10
How do you most often communicate with property owners throughout the different phases of a renovation project?
40%
40%
20%
PHONE
TEXT
OTHER
How do you most often communicate with contractors throughout the different phases of a renovation project?
70%
10%
10%
10%
PHONE
TEXT
OTHER
The survey work we completed during the Preconstruction Walk project also gave us valuable insight into Scheduling and Tasks. Rather than recreating the research, we revisited those findings and used them as a foundation for this work. The themes were still highly relevant. Satisfaction with existing tools was mixed, and most FPMs were relying on a patchwork of emails, texts, spreadsheets and memory to manage their schedules and daily commitments.
From there, the same core patterns continued to show up in our weekly conversations with the field:
FPMs were responsible for a large number of active properties, all at different stages of renovation or turn.
They struggled to keep track of contractor visits, owner meetings and internal milestones.
Important details were often scattered across channels, which made accountability difficult.
And when plans shifted, it was easy for something to fall through the cracks.
The biggest takeaway was cognitive overload. FPMs were not just tracking tasks. They were constantly coordinating timing, routing, dependencies and expectations, often from the road. Missed appointments rarely came from neglect. They came from systems that forced people to manage too much in their heads.
When we asked what would make the biggest impact, the answer was clear. They needed a single, reliable source of truth that highlighted what required immediate attention, while still allowing them to see further ahead so they could plan routes and workloads intelligently.
We paired these insights with the empathy mapping and existing FPM persona to better understand the emotional and mental load behind their work. That lens helped us see that Scheduling and Tasks was not just about logistics. It was about reducing stress, strengthening relationships with contractors and owners, and giving FPMs confidence that nothing critical would be missed.
Our goal became reducing the amount of thinking required to stay organized, while still supporting the reality of shifting schedules and unpredictable field work.
With that in mind, we designed a detailed user flow that showed how FPMs move through Scheduling and Tasks inside the app. It outlined how tasks are created, prioritized, routed and completed, and how each step connects to the broader renovation lifecycle.
This flow helped align design, engineering and field leadership around a shared understanding of how scheduling should work inside the app. With that foundation in place, we moved into designing the core interactions and screens.
Design & Prototyping
With the user flow defined, I moved into low fidelity wireframes to shape how scheduling and task management would actually work inside the app. The goal was simple. Turn a scattered set of calendars, texts and mental notes into a single, dependable system that helped FPMs plan their day and react to changes without feeling overwhelmed.
I treated each screen as part of a larger rhythm. What do I need to do right now. What is coming next. And how should I adjust if something changes. The wireframes focused on sequencing, clarity and reducing the number of decisions a user needed to make at once.
Key patterns emerged early:
- A clear daily task list that highlighted what needed attention now while still allowing users to look ahead when they had time
- A map based view so FPMs could plan routes efficiently instead of jumping between tools
- Simple, scannable cards with only the essential details needed to take action
- Inline controls for starting tasks, viewing status and getting directions without drilling into deep menus
These early concepts helped us test whether the structure matched the reality of the job. Could an FPM glance at the app between site visits and instantly understand what mattered. Could they shift priorities fast when a contractor ran late or an owner rescheduled. And could they do all of that without losing track of longer term work.
Once the core flow felt right the wireframes helped us see how the experience would actually play out in a real workday. The goal was to support momentum, not slow anyone down. Scheduling needed to be clear at a glance, task details had to be easy to access and routing could not require extra thinking on top of an already full day.
A key principle guided the work: help FPMs stay ahead of the day, not react to it. That meant surfacing today’s priorities first while still allowing visibility into what was coming next so planning did not depend on outside tools or memory. Tasks were grouped by date, location and status so it was obvious what needed attention now and what could wait.
These wireframes also gave us space to validate how much information belonged on each screen. We tested whether an FPM could open the app between properties, quickly understand where they needed to go, tap into a task, complete it and move on without friction. At the same time the layout supported deeper context when needed, such as directions, notes or changes in status.
This phase helped us strike the balance between guidance and flexibility. It clarified which elements needed to be visible at all times and which could remain secondary. It also set the interaction patterns that carried forward into higher fidelity design while keeping the focus on clarity, predictability and reducing mental load in the field.
Testing & Iteration
Because this work needed to land quickly in the field, we tested constantly while we designed. We shared early prototypes with FPMs and field leadership during weekly touchpoints, gathered feedback in real time and made updates between sessions. We also reviewed the experience with operations teams to be sure the workflows matched the reality of scheduling, routing and daily execution.
The patterns were consistent. FPMs wanted clarity the moment they opened the app. They needed to know where they were going, what they were doing when they arrived and whether anything had changed since the last visit. Anything that created uncertainty was friction.
A few key insights shaped the product:
- Today matters most. FPMs plan around the current day while still needing awareness of what is coming next.
- Missed visits were rarely about intent. They happened when tasks slipped through cracks created by fragmented tools and mental tracking.
- Routing decisions carried real time cost. Even small inefficiencies could ripple through the rest of the day.
- Flexibility still mattered. While FPMs could not edit the schedule directly they needed the ability to move between tasks in the moment when conditions changed.
We validated flows with clickable prototypes and grounded the design in real field scenarios. Much of the refinement focused on hierarchy, labeling and how tasks were grouped. The schedule had to feel like a clear source of truth but not rigid or brittle when the day shifted around it.
This feedback loop helped us keep the product honest. The goal was not to add more structure than FPMs needed. It was to reduce mental overhead and make it easier to stay on top of visits even when priorities changed on-site.
Delivery
As the work moved toward release I partnered closely with engineering to be sure the product matched the intent of the design. We focused on clarity, reliability and making sure the interaction model held up in real field conditions. The goal was to give FPMs a simple, trustworthy place to manage their day, not another tool that required extra effort to maintain.
I also worked with our content strategist to refine labels, empty states and system messages so the language stayed direct and confident. Everything needed to feel familiar to the way FPMs already spoke about their work.
Before launch we validated the final flows against real scenarios. We confirmed that an FPM could open the app, understand what mattered today, move between tasks when needed and stay oriented without extra cognitive load. That last step helped us ensure the product behaved predictably before it reached the field.
The screens that follow represent the final scheduling and task experience inside the FPM app and the core patterns that supported daily execution in the field.
When FPMs open the app they land on the main dashboard. Here they can see their daily goal, how many tasks are due, what has been completed and anything that is overdue. Tasks are grouped by day so the schedule is easy to scan and the focus stays on what matters right now.
FPMs can filter tasks by due date or project. This helps them focus on what needs attention right now or plan ahead when the schedule allows. Filtering also keeps related work together so the list feels cleaner and easier to manage in the field.
FPMs can also search for tasks by keyword or project number. This makes it easy to jump straight to a specific job without scrolling through long lists, especially when details change during the day or a client calls with a quick question.
By tapping a task card, FPMs can see key details about the job, including the property location and size. This gives them the context they need before arriving on-site without digging through multiple tools or screens.
FPMs can switch to a map view to see where each property is located along with estimated travel time. They can also search for any property with an active project so it’s easier to plan the day and reduce time lost in transit.
If an FPM wants to preview a task they can see how many rooms are on the property and the line items within each room. This gives a clear sense of scope before they arrive on-site.
They can also view access details like lockbox codes, gate codes and any parking instructions so there are no surprises when they reach the property.
Impact
The Scheduling and Tasks feature reshaped how FPMs managed their day. What had once relied on mental tracking, text threads and scattered notes became a single source of truth that supported real field conditions. Daily priorities were easier to see, appointments were harder to miss and work moved with fewer surprises.
Reliability improved in the process. Clear visibility into upcoming visits helped reduce missed appointments and the map view strengthened route planning so time on the road felt more intentional. FPMs could stay focused on the work in front of them while still seeing what was coming next.
Operationally, the product eased pressure across the business. With better organization and clearer structure, FPMs could handle a larger volume of properties without extending their days. Leadership also gained more predictability around visit completion and scheduling performance, which supported planning at scale.
Most importantly, the experience felt aligned with the job. The tool respected the pace of field work, reduced mental load and helped FPMs stay ahead of the day instead of reacting to it. That balance of clarity and flexibility set a strong foundation for future field tools inside the platform.
Reflection
This project reinforced how different it is to design for people who live their work in motion. Spending time with FPMs made it clear that the best tools do not ask for attention. They remove noise, support judgment in the moment and make the day feel more manageable. Scheduling and Tasks showed how powerful design can be when it starts from the real pace and pressure of field work.
It also strengthened my belief that clarity and flexibility can exist together in a single system. FPMs needed structure they could trust, while still having enough space to respond when conditions changed on-site. Getting that balance right meant being intentional about hierarchy, language and workflow so the product felt steady without feeling restrictive.
The details mattered more than anything. A list grouped by day that matched how work actually happens. A clear sense of what is overdue so nothing slips. A map that turns time on the road into a real planning tool. These choices seem small on their own, but together they shape how confident someone feels moving through their day.
Above all, this work reminded me that great product design is about respecting the people who use it. When tools reduce mental load and support real decisions, quality improves, stress drops and the organization benefits in ways that show up both in metrics and in how the work feels. That is the kind of impact I always aim to create.
Let’s talk!
If you’re looking for thoughtful, outcomes-driven product design, I’d love to hear what you’re working on.
Say hi!
Designing a scheduling and task experience that helped Field Project Managers stay organized, reduce missed appointments and spend more time at properties instead of planning their day.
Results
25% Fewer Missed Visits
Clear scheduling and reminders helped reduce missed appointments across projects.
More Time On-Site
FPMs spent less time planning their day and more time at properties.
Better Team Visibility
Supervisors could track progress and risk in real time without chasing updates.
Stronger First Visits
FPMs arrived prepared with access info and property details already in hand.
Context
Lessen manages renovation and turn work across a large national portfolio. Field Project Managers are responsible for coordinating site visits, inspecting progress and keeping work on track across multiple properties at once. Before this tool existed, scheduling happened through a mix of texts, emails and personal notes.
This created real risk. Appointments were missed. Delays went unnoticed. FPM supervisors lacked clear visibility into project status. It also meant FPMs were spending valuable time manually planning routes instead of focusing on the work happening inside each property.
We needed a centralized scheduling and task experience inside the FPM mobile app that helped FPMs understand what needed to be done, where they needed to be and when the work was due. And it had to do all of that without slowing them down.
Core Challenges
1. Multiple projects happening at once
FPMs were responsible for dozens of active properties at the same time, all at different stages of renovation. Without a single place to see what needed attention, it was easy for work to slip through the cracks or for priorities to feel unclear.
2. Missed appointments and late projects
Scheduling often lived in texts, emails or personal notes which meant reminders were inconsistent and appointments were sometimes forgotten. A missed site visit could stall work, delay contractors and create frustration for clients.
3. Limited visibility for supervisors
Supervisors had very little real-time insight into what their teams had completed or what was at risk. This made it hard to identify stalled work early, provide support or rebalance workloads before small problems became bigger ones.
4. Planning the day took too much time
FPMs were spending chunks of their day organizing routes, sorting through tasks and figuring out where to go next. The mental effort required to plan the work often competed with the work itself, which created stress and inefficiency.
5. Access issues on arrival
In some cases, FPMs would arrive at a property only to discover that key details like entry instructions or lockbox codes were missing or buried in old messages. That meant wasted trips, delays and unnecessary coordination effort.
6. No clear picture of expectations
Daily goals existed, but tracking progress toward them meant mentally tallying completed work or relying on reports that lagged behind reality. FPMs didn’t always have a clear indicator of how they were performing throughout the day.
Who We Served
Field Project Managers (FPMs)
FPMs were responsible for keeping dozens of active projects moving at once, often across large geographic areas. Their day was a mix of site visits, contractor coordination, documentation and problem solving in the field. They needed a scheduling and task system that made their day feel organized instead of chaotic. It had to surface what mattered most, reduce the mental load of planning and work reliably on mobile devices during constant movement.
FPM Supervisors
Supervisors were accountable for overall workload balance, project progress and risk across their teams. Without real-time visibility, most updates came through texts, calls or late reports which made it difficult to intervene early when projects started to slip. They needed a clear, accurate picture of what their teams were working on, which tasks were overdue and where support might be needed before delays compounded.
Contractors and Property Owners
Both contractors and clients depended on FPMs arriving on time and keeping work aligned to schedule. Missed appointments or unclear expectations could slow the entire renovation process. By improving scheduling accuracy and task clarity, this work helped create more predictable site visits, fewer surprises and smoother coordination between everyone involved.
Design Strategy
Our goal was to create a scheduling and task system that helped FPMs stay organized without adding more process to their day. The tool needed to support constant movement, quick context switching and real operational pressure. That meant prioritizing clarity and momentum over interface complexity or feature density.
Make the day clear at a glance
The first screen needed to answer simple questions fast. What is due now, what is overdue and what matters most today. Immediate work was surfaced up front so FPMs always knew where to start. At the same time, they could look ahead to upcoming tasks and future visits so longer-term planning still felt manageable when needed.
Move seamlessly from plan to action
Scheduling only matters if it supports what happens on-site. We designed the experience so FPMs could shift from their task list into property details, access instructions and project context with as little friction as possible. The goal was to keep focus on the work, not the tool.
Keep the system transparent for everyone
Supervisors needed a clear view into activity and progress without interrupting the field. We designed the system so updates flowed naturally from daily work and created visibility without extra reporting effort.
Design for real world constraints
The experience had to work while in transit, in basements, in empty homes and on mobile devices used all day. That meant simple navigation, predictable patterns and a calm presentation of information so FPMs felt supported instead of overwhelmed.
Definition of Success
Success for Scheduling and Tasks was not only about giving FPMs a calendar. It was about creating clarity in their day, reducing operational risk and helping teams stay aligned without extra process. Every design decision tied back to measurable improvements in reliability, time on-site and visibility across the business.
We defined success across three areas.
1. Fewer missed visits
Before this work, scheduling lived across texts, emails and personal notes. Appointments were sometimes missed or delayed because reminders and expectations were not centralized.
Success meant building a system that supported accountability without adding friction. That looked like:
- Clear task due dates and project timing
- Simple prioritization so urgent work rose to the top
- Reminders that kept upcoming site visits visible throughout the day
If the tool worked, missed visits would drop and downstream delays would shrink.
2. More time spent at properties
Planning the day should not compete with doing the work. FPMs needed to understand what mattered right now while still being able to look ahead and prepare for upcoming site visits.
Success meant reducing the mental load of planning so FPMs could stay focused in the field. That looked like:
- A clear view of today’s tasks the moment the app opened
- Easy access to property details and entry instructions
- The ability to see future work so travel and preparation felt manageable
When the experience worked, FPMs would spend more of their time on-site and less time coordinating logistics.
3. Better visibility across teams
Supervisors needed a reliable way to understand progress and risk without constantly chasing updates. Status should flow naturally from daily work, not from extra reporting effort.
Success meant giving leaders a real-time view of workload, overdue tasks and project momentum so they could step in early when support was needed.
Together, these outcomes defined whether the product was doing its job. If FPMs felt clearer about their day, supervisors understood progress without interruption and appointment reliability improved, the design was successful.
How We Worked
Our core team included two product designers, nine engineers, one product manager and one UX writer. As Lead Designer, I owned the product vision, interaction model and overall quality of the experience from early exploration through delivery. I partnered closely with the second designer to divide flows, review work frequently and ensure the system felt cohesive across every screen.
Because this product served the same audience as the Preconstruction Walk, we did not restart user research from zero. Instead, we intentionally reused the existing persona and empathy map that already reflected the reality of FPM field work. This allowed us to move faster while staying grounded in a deep understanding of user needs and constraints.
Collaboration with engineering and product was constant. We held early reviews to stress test design decisions against technical constraints, edge cases and field reliability. Our UX writer shaped clear, calm language so tasks and scheduling details felt understandable in the moment, even under time pressure.
We also kept a steady feedback loop with FPMs and field leadership. Weekly sessions gave us insight into how the workday actually unfolded, what caused delays and where clarity mattered most. This rhythm helped us refine the product based on lived experience rather than assumptions and kept the team aligned around the same outcomes.
Process
This project moved fast. We had to design and deliver meaningful improvements without slowing down field operations or restarting research from zero. Because this product served the same FPM audience as our previous work, we built on the persona, empathy map and survey insights we had already created. From there, we layered in new learning through weekly conversations with FPMs and field leadership. Research, design and feedback happened side by side so we could make confident decisions at speed.
Research
Design
Validation
Research
Because this feature served the same FPM audience as the Preconstruction Walk, we did not restart discovery from zero. Instead, we built on the same research foundation that already reflected the reality of field work. That work included surveys, interviews and weekly discussions with FPMs and field leadership.
The surveys below were originally conducted for the Preconstruction Walk project with the same user group. We reused these insights intentionally, then validated and expanded them through ongoing conversations with the field to be sure they still represented real conditions and needs.
How satisfied are you with the current tools and applications provided by Lessen for your property walks?
40%
10%
40%
10%
VERY SATISFIED
SLIGHTLY SATISFIED
SLIGHTLY DISSATISFIED
VERY DISSATISFIED
How satisfied are you with third party tools and applications for your property walks?
40%
20%
30%
10%
VERY SATISFIED
SLIGHTLY SATISFIED
SLIGHTLY DISSATISFIED
VERY DISSATISFIED
What features or functionalities do you believe are missing from existing third party tools that would significantly improve your workflow?
Rearrange Categories
6
Progress Indicators
5
Photo Upload
8
Offline Functionality
6
0
5
10
What are the biggest unnecessary time consumers during your day?
Post-walk Reconciliation
10
Signal Loss
5
Property Access
3
Contractor Issues
3
0
5
10
How do you most often communicate with property owners throughout the different phases of a renovation project?
40%
40%
20%
PHONE
TEXT
OTHER
How do you most often communicate with contractors throughout the different phases of a renovation project?
70%
10%
10%
10%
PHONE
TEXT
OTHER
The survey work we completed during the Preconstruction Walk project also gave us valuable insight into Scheduling and Tasks. Rather than recreating the research, we revisited those findings and used them as a foundation for this work. The themes were still highly relevant. Satisfaction with existing tools was mixed, and most FPMs were relying on a patchwork of emails, texts, spreadsheets and memory to manage their schedules and daily commitments.
From there, the same core patterns continued to show up in our weekly conversations with the field:
FPMs were responsible for a large number of active properties, all at different stages of renovation or turn.
They struggled to keep track of contractor visits, owner meetings and internal milestones.
Important details were often scattered across channels, which made accountability difficult.
And when plans shifted, it was easy for something to fall through the cracks.
The biggest takeaway was cognitive overload. FPMs were not just tracking tasks. They were constantly coordinating timing, routing, dependencies and expectations, often from the road. Missed appointments rarely came from neglect. They came from systems that forced people to manage too much in their heads.
When we asked what would make the biggest impact, the answer was clear. They needed a single, reliable source of truth that highlighted what required immediate attention, while still allowing them to see further ahead so they could plan routes and workloads intelligently.
We paired these insights with the empathy mapping and existing FPM persona to better understand the emotional and mental load behind their work. That lens helped us see that Scheduling and Tasks was not just about logistics. It was about reducing stress, strengthening relationships with contractors and owners, and giving FPMs confidence that nothing critical would be missed.
Our goal became reducing the amount of thinking required to stay organized, while still supporting the reality of shifting schedules and unpredictable field work.
With that in mind, we designed a detailed user flow that showed how FPMs move through Scheduling and Tasks inside the app. It outlined how tasks are created, prioritized, routed and completed, and how each step connects to the broader renovation lifecycle.
This flow helped align design, engineering and field leadership around a shared understanding of how scheduling should work inside the app. With that foundation in place, we moved into designing the core interactions and screens.
Design & Prototyping
With the user flow defined, I moved into low fidelity wireframes to shape how scheduling and task management would actually work inside the app. The goal was simple. Turn a scattered set of calendars, texts and mental notes into a single, dependable system that helped FPMs plan their day and react to changes without feeling overwhelmed.
I treated each screen as part of a larger rhythm. What do I need to do right now. What is coming next. And how should I adjust if something changes. The wireframes focused on sequencing, clarity and reducing the number of decisions a user needed to make at once.
Key patterns emerged early:
- A clear daily task list that highlighted what needed attention now while still allowing users to look ahead when they had time
- A map based view so FPMs could plan routes efficiently instead of jumping between tools
- Simple, scannable cards with only the essential details needed to take action
- Inline controls for starting tasks, viewing status and getting directions without drilling into deep menus
These early concepts helped us test whether the structure matched the reality of the job. Could an FPM glance at the app between site visits and instantly understand what mattered. Could they shift priorities fast when a contractor ran late or an owner rescheduled. And could they do all of that without losing track of longer term work.
Once the core flow felt right the wireframes helped us see how the experience would actually play out in a real workday. The goal was to support momentum, not slow anyone down. Scheduling needed to be clear at a glance, task details had to be easy to access and routing could not require extra thinking on top of an already full day.
A key principle guided the work: help FPMs stay ahead of the day, not react to it. That meant surfacing today’s priorities first while still allowing visibility into what was coming next so planning did not depend on outside tools or memory. Tasks were grouped by date, location and status so it was obvious what needed attention now and what could wait.
These wireframes also gave us space to validate how much information belonged on each screen. We tested whether an FPM could open the app between properties, quickly understand where they needed to go, tap into a task, complete it and move on without friction. At the same time the layout supported deeper context when needed, such as directions, notes or changes in status.
This phase helped us strike the balance between guidance and flexibility. It clarified which elements needed to be visible at all times and which could remain secondary. It also set the interaction patterns that carried forward into higher fidelity design while keeping the focus on clarity, predictability and reducing mental load in the field.
Testing & Iteration
Because this work needed to land quickly in the field, we tested constantly while we designed. We shared early prototypes with FPMs and field leadership during weekly touchpoints, gathered feedback in real time and made updates between sessions. We also reviewed the experience with operations teams to be sure the workflows matched the reality of scheduling, routing and daily execution.
The patterns were consistent. FPMs wanted clarity the moment they opened the app. They needed to know where they were going, what they were doing when they arrived and whether anything had changed since the last visit. Anything that created uncertainty was friction.
A few key insights shaped the product:
- Today matters most. FPMs plan around the current day while still needing awareness of what is coming next.
- Missed visits were rarely about intent. They happened when tasks slipped through cracks created by fragmented tools and mental tracking.
- Routing decisions carried real time cost. Even small inefficiencies could ripple through the rest of the day.
- Flexibility still mattered. While FPMs could not edit the schedule directly they needed the ability to move between tasks in the moment when conditions changed.
We validated flows with clickable prototypes and grounded the design in real field scenarios. Much of the refinement focused on hierarchy, labeling and how tasks were grouped. The schedule had to feel like a clear source of truth but not rigid or brittle when the day shifted around it.
This feedback loop helped us keep the product honest. The goal was not to add more structure than FPMs needed. It was to reduce mental overhead and make it easier to stay on top of visits even when priorities changed on-site.
Delivery
As the work moved toward release I partnered closely with engineering to be sure the product matched the intent of the design. We focused on clarity, reliability and making sure the interaction model held up in real field conditions. The goal was to give FPMs a simple, trustworthy place to manage their day, not another tool that required extra effort to maintain.
I also worked with our content strategist to refine labels, empty states and system messages so the language stayed direct and confident. Everything needed to feel familiar to the way FPMs already spoke about their work.
Before launch we validated the final flows against real scenarios. We confirmed that an FPM could open the app, understand what mattered today, move between tasks when needed and stay oriented without extra cognitive load. That last step helped us ensure the product behaved predictably before it reached the field.
The screens that follow represent the final scheduling and task experience inside the FPM app and the core patterns that supported daily execution in the field.
When FPMs open the app they land on the main dashboard. Here they can see their daily goal, how many tasks are due, what has been completed and anything that is overdue. Tasks are grouped by day so the schedule is easy to scan and the focus stays on what matters right now.
FPMs can filter tasks by due date or project. This helps them focus on what needs attention right now or plan ahead when the schedule allows. Filtering also keeps related work together so the list feels cleaner and easier to manage in the field.
FPMs can also search for tasks by keyword or project number. This makes it easy to jump straight to a specific job without scrolling through long lists, especially when details change during the day or a client calls with a quick question.
By tapping a task card, FPMs can see key details about the job, including the property location and size. This gives them the context they need before arriving on-site without digging through multiple tools or screens.
FPMs can switch to a map view to see where each property is located along with estimated travel time. They can also search for any property with an active project so it’s easier to plan the day and reduce time lost in transit.
If an FPM wants to preview a task they can see how many rooms are on the property and the line items within each room. This gives a clear sense of scope before they arrive on-site.
They can also view access details like lockbox codes, gate codes and any parking instructions so there are no surprises when they reach the property.
Impact
The Scheduling and Tasks feature reshaped how FPMs managed their day. What had once relied on mental tracking, text threads and scattered notes became a single source of truth that supported real field conditions. Daily priorities were easier to see, appointments were harder to miss and work moved with fewer surprises.
Reliability improved in the process. Clear visibility into upcoming visits helped reduce missed appointments and the map view strengthened route planning so time on the road felt more intentional. FPMs could stay focused on the work in front of them while still seeing what was coming next.
Operationally, the product eased pressure across the business. With better organization and clearer structure, FPMs could handle a larger volume of properties without extending their days. Leadership also gained more predictability around visit completion and scheduling performance, which supported planning at scale.
Most importantly, the experience felt aligned with the job. The tool respected the pace of field work, reduced mental load and helped FPMs stay ahead of the day instead of reacting to it. That balance of clarity and flexibility set a strong foundation for future field tools inside the platform.
Reflection
This project reinforced how different it is to design for people who live their work in motion. Spending time with FPMs made it clear that the best tools do not ask for attention. They remove noise, support judgment in the moment and make the day feel more manageable. Scheduling and Tasks showed how powerful design can be when it starts from the real pace and pressure of field work.
It also strengthened my belief that clarity and flexibility can exist together in a single system. FPMs needed structure they could trust, while still having enough space to respond when conditions changed on-site. Getting that balance right meant being intentional about hierarchy, language and workflow so the product felt steady without feeling restrictive.
The details mattered more than anything. A list grouped by day that matched how work actually happens. A clear sense of what is overdue so nothing slips. A map that turns time on the road into a real planning tool. These choices seem small on their own, but together they shape how confident someone feels moving through their day.
Above all, this work reminded me that great product design is about respecting the people who use it. When tools reduce mental load and support real decisions, quality improves, stress drops and the organization benefits in ways that show up both in metrics and in how the work feels. That is the kind of impact I always aim to create.
Let’s talk!
If you’re looking for thoughtful, outcomes-driven product design, I’d love to hear what you’re working on.
Say hi!