FedEx’s developer platform serves thousands of businesses integrating shipping into their products. The existing experience made that harder than it needed to be.
The developer tools had been built over time by different teams, without a unified structure. Onboarding, API docs, webhooks, and org management each lived in their own world. Developers had to figure out where things were before they could get anything done.
We ran research to understand where developers were getting stuck, and why. The friction points weren’t where stakeholders expected them to be. The biggest barriers were in onboarding and account setup, not in the API documentation itself.
Usability testing surfaced friction in how developers rated portal simplicity and accessed key features.
The platform had to serve developers at every stage, from evaluating FedEx APIs to managing a mature integration. The IA had to make all of that accessible without requiring developers to already know how things were organized.
Four-stage content matrix governing how the dashboard evolves as developers onboard and build.
Parallel content matrix for the webhooks product path, reflecting distinct onboarding milestones.
The dashboard needed to serve a developer on day one and an engineering team managing a production integration. We designed for both states without making either feel like an afterthought: progressive disclosure, role-based views, and a clear hierarchy at every level.
Welcome state with guided next steps and webhook discovery. No organization created yet.
Org established. Dashboard shifts to project creation prompts and shipping account setup.
Active project state. Quick reference links appear, project counts populate, team growing.
Mature org state. 15 shipping accounts, 12 users, both API and webhook projects active.
Full platform view. Project management, certification tracking, API status monitoring, and team controls.
Global navigation was one of the hardest problems on this project. It had to surface the right tools for users at different stages without exposing everything to everyone at once. The final solution used context-aware navigation that adapted based on account state.
Each hero variant tested different combinations of illustration, photography, messaging hierarchy, and call-to-action placement.
Systematic exploration of visual tone, from photo-led to illustration-driven approaches.
The selected concept organized the page around three developer needs: understand the value prop, explore before committing, and find the right integration path.
Full homepage with design rationale callouts for stakeholder alignment.
Nine iterations of the three-step documentation section, from numbered steps to tabbed layouts.
Beyond the dashboard, I designed and refined flows for API project creation, organization management, and webhook setup, the critical moments where clear UX patterns directly reduce support dependency.
Simplified flow reducing steps needed to create and configure a new API project.
Team controls, shipping accounts, and user permissions aligned with platform-wide patterns.
Content and setup integrated into one journey for a product line new to FedEx.
With multiple workstreams shipping simultaneously, I established file organization standards, flow documentation templates, and development handoff protocols to reduce implementation drift and keep cross-team alignment tight.
Flowcharts mapping user paths, screen reuse opportunities, and error-state coverage.
Modular Figma structure enabling parallel team work without version conflicts.
Status boards and cover pages communicating design-to-dev readiness across flows.
Shared nav structure unifying parallel feature streams into one coherent platform.
Onboarding, APIs, and org management in one coherent system.
Research-grounded decisions at every layer.
Architecture supports new capabilities without restructuring.
Boston & remote
