Enes Gundogdu
Product Designer
Velocity was created to replace spreadsheets, email chains, legacy software and disconnected vendor tools with one scalable platform for real estate operations. I joined early and led product design from concept to production-ready delivery.
MY ROLE
Lead UX/UI Designer
End-to-end product design, design system and branding
CLIENT
Bermwood Technologies
Enterprise SaaS
DELIVERY
Concept to production, 9-month initial Walgreens build
Information architecture, workflows, interaction design, UI, prototypes and design system
Replacing fragmented real estate operations with one scalable platform.
Velocity was created to bring property records, transactions, approvals and operational work out of spreadsheets, email chains and disconnected tools.
I joined early and led product design from concept to production-ready delivery. My role was to make the platform feel connected while giving different teams the detail their work required.
This case study covers the shared platform. Walgreens provides the initial enterprise rollout context; Link Logistics supplies the development-project design examples. PIM is a separate product case study.
The scale of the portfolios had outgrown the way teams managed the work. Property records, leases, inspections, budgets and documents were spread across multiple systems. Approvals and follow-up often moved through email.
That fragmentation made it harder to see the full picture, keep reporting consistent and know whether information was current. Teams had to gather the context before they could move a decision forward.
Legacy approval forms required teams to manually compile property and lease information before decisions could move forward.
Scattered information
Related records and documents were difficult to find together.
Slow approvals
Email chains and manual handoffs made progress harder to track.
Limited visibility
Disconnected information obscured what needed attention across the portfolio.
Repeated admin
Fragmented processes created duplicate effort.
Inconsistent reporting
Teams had less confidence in the information behind operational decisions.
The goal was a common platform for critical real estate workflows: a place where teams could find the record, understand its status and take the next action.
I led the information architecture, workflows, interaction design, UI, prototypes and design system. I worked with stakeholders on requirements and with developers on interface behaviour.
Connect the work
Centralise workflows and improve visibility across properties and teams.
Reduce friction
Reduce repetitive administration and help approvals move forward.
Support growth
Create a consistent foundation for different customers and future modules.
These were the project goals. The outcome section distinguishes delivery and scale from improvements that need measured evidence.
The differences were in responsibility, information needs and working environment. An administrator defining a process, a reviewer making a decision and an inspector recording findings needed different experiences.
I designed around those tasks while keeping their records and shared behaviours connected.
RESPONSIBILITY
WHAT MATTERS TO THEM
DESIGN RESPONSE
Configure the process
Define rules and evidence requirements before others use them.
Reusable templates, workflow settings and validation.
Prepare and manage work
Gather information and follow a deal or project through its lifecycle.
Connected record views, documents and visible status.
Review a decision
Understand the request, its evidence and the action required.
Approval tasks, process context and step-level detail.
Plan the finances
Understand the latest outlook and how it differs from the baseline.
Financial comparisons, versions and review states.
Inspect in the field
Capture findings and supporting media while on site.
Tablet-specific inspection approaches.
These are task groups represented in the design work, rather than formal research personas.
Legacy approval forms required teams to manually compile property and lease information before decisions could move forward.
The initial Walgreens implementation moved from concept to production over nine months. The project involved more than 10,000 stores and approximately $2.8 billion in annual rent.
Velocity brought related records and operational workflows into a connected platform, supporting configurable approvals, development planning, financial review and inspection work.
IMPACT AT LAUNCH (2022)
0+
Stores in the Walgreens project context
$0.0B+
Approximate annual rent in the project context
IMPACT TODAY
0+
Stores in the client portfolio
0+
Deals
0+
Transactions
0+
Active users
Project figures supplied by Bermwood. They describe delivery and portfolio scale; they do not measure improvement caused by design
The goal was a common platform for critical real estate workflows: a place where teams could find the record, understand its status and take the next action.
I led the information architecture, workflows, interaction design, UI, prototypes and design system. I worked with stakeholders on requirements and with developers on interface behaviour.
Connect the work
Centralise workflows and improve visibility across properties and teams.
Reduce friction
Reduce repetitive administration and help approvals move forward.
Support growth
Create a consistent foundation for different customers and future modules.
These were the project goals. The outcome section distinguishes delivery and scale from improvements that need measured evidence.
The differences were in responsibility, information needs and working environment. An administrator defining a process, a reviewer making a decision and an inspector recording findings needed different experiences.
I designed around those tasks while keeping their records and shared behaviours connected.
RESPONSIBILITY
WHAT MATTERS TO THEM
DESIGN RESPONSE
Configure the process
Define rules and evidence requirements before others use them.
Reusable templates, workflow settings and validation.
Prepare and manage work
Gather information and follow a deal or project through its lifecycle.
Connected record views, documents and visible status.
Review a decision
Understand the request, its evidence and the action required.
Approval tasks, process context and step-level detail.
Plan the finances
Understand the latest outlook and how it differs from the baseline.
Financial comparisons, versions and review states.
Inspect in the field
Capture findings and supporting media while on site.
Tablet-specific inspection approaches.
These are task groups represented in the design work, rather than formal research personas.
Different deals required different reviewers and evidence. Some stages followed a sequence; others involved alternative approvers or committees. A fixed path could not express that range.
I designed two related experiences: one for defining a reusable process, and another for acting on a live request.
A simplified view of Velocity’s navigation, grouping eight workspaces into property and leasing, transactions and operations, and shared platform services.
Development teams need more than the latest project cost. They need to compare a changing forecast with the underwritten budget and understand the variance.
I made that relationship explicit in the Link Logistics financial experience. The baseline, current forecast and variance kept their own meanings, supported by versions and validation states.
Showing only the latest number would remove the context needed to interpret change.
Connect the work
Centralise workflows and improve visibility across properties and teams.
Reduce friction
Reduce repetitive administration and help approvals move forward.
Support growth
Create a consistent foundation for different customers and future modules.
These were the project goals. The outcome section distinguishes delivery and scale from improvements that need measured evidence.
Someone recording findings on site has a different task from someone evaluating a completed inspection. The design work includes two iPad mini interaction approaches, separate review screens and a structured PDF report.
I explored tablet-specific layouts for capture. The review experience organised the completed inspection for evaluation, while the PDF gave the information a format that could stand on its own outside the application.
Connect the work
Centralise workflows and improve visibility across properties and teams.
Reduce friction
Reduce repetitive administration and help approvals move forward.
Support growth
Create a consistent foundation for different customers and future modules.
These were the project goals. The outcome section distinguishes delivery and scale from improvements that need measured evidence.
The main lesson was to look beneath a requested screen and understand the task it represented. Similar-looking forms can have different responsibilities. Different-looking modules can share the same interaction pattern.
Working across stakeholder needs made that distinction central to the design system. Reuse helped when it made the work more predictable. Specialisation was necessary when the workflow or environment demanded it.
What I would carry forward: make the rules explicit, keep decision context close to the task and plan measurement around individual workflows. That would make the next iteration more clearly informed by how people use the product.
This overview connects the product. Each area can become a deeper case study with its own decisions, evidence and outcomes.
COMING SOON
Workflow Engine
Configuring approval steps, conditions and responsibilities for enterprise workflows.
Separate case study
COMING SOON
Leasing Assumptions
Entering, reviewing and comparing assumptions used in leasing decisions.
Separate case study
COMING SOON