Roofr

Company & Product Context

Roofr is a B2B2C platform building an all-in-one operating system for roofing businesses, covering everything from lead intake and job management to proposals, measurements, and payments. When I joined in June 2025, the company had grown quickly on the strength of its core offering and a “speed to market and feature parity” mindset.

The design team—10 designers and one UX researcher—was embedded across multiple product squads and a growth team. While they shipped a lot, they worked largely as solo designers, without shared design ops, a common UX North Star, or a robust design system. Product development prioritized speed and parity, but the organization had outgrown startup habits and needed a more mature, scalable design function that could drive innovation, not just keep up.

Mandate & Leadership Scope

Formal role
As Senior Director of Product Design, I was responsible for leading the design team, maturing the design practice, and partnering with product, engineering, and go-to-market to deliver the next generation of Roofr’s operating system for roofing.

Scope of Influence

• Worked with the team to identify and address foundational gaps in design operations: no UX North Star, uneven design language across squads, limited design system adoption, and fragmented Figma organization.
• Led the creation of a shared product and UX vision, including principles and a North Star that guided work across teams.
• Rebuilt the design system in Figma using Atomic Design and variants, and created processes to keep it in sync with engineering implementation.
• Introduced AI-first design practices, enabling faster prototyping and early exploration, and shifting designers from “screen creators” to system and prototype thinkers.
• Drove a major PWA initiative from vision to launch, significantly upgrading the mobile experience and impact.
• Improved company-wide operations by collaborating with engineering on product discovery tooling and with brand marketing on a shared visual language and asset system.

Work Pillars

1. Maturing the Design Organization

Context
The design team was talented and productive but fundamentally operating as isolated contributors. Each squad had its own patterns, files, and practices; there was no shared operating system for design itself.

What I led

• Introduced a UX North Star co-developed with the team, capturing principles and product ambitions that would anchor decisions across squads.
• Standardized Figma templates and file structures so designers could easily understand each other’s work, reduce ramp-up time, and support cross-team collaboration.
• Developed a career progression framework that clearly articulated competencies, expectations, and what it meant to operate at each level, making promotion and professional development conversations concrete.
• Established design rituals and channels (crits, reviews, async documentation) that turned individual designers into a cohesive team.

Impact

• Increased communication and collaboration within the design org, reducing the “solo designer” effect.
• Reduced churn and time lost to rework and misalignment, as designers now shared patterns, language, and expectations.
• Clarified growth paths, supporting retention and skill development as the company matured.

2. Design Systems & AI-First Execution

Context
Roofr had a design system, but it wasn’t built on a scalable model and wasn’t consistently adopted. Meanwhile, the team needed to move quickly and test ideas without spending weeks on static Figma explorations.

What I led

• Rebuilt the design system in Figma using atomic design principles, leveraging variants, tokens, and well-structured components.
• Implemented operations for system contributions: surfacing new elements, vetting them, and ensuring they were added to the system and built correctly by engineering.
• Introduced AI tooling (e.g., Figma automation, code copilots, pattern-generation tools) to rapidly generate prototypes and flows on top of the design system.
• Encouraged designers to prototype and test quickly, using AI-assisted flows rather than only hand-crafting every screen.

Impact

• Reduced early research and iteration cycles from roughly a week to a couple of days, enabling faster feedback loops with product and engineering.
• Improved clarity and consistency for engineering, contributing to a ~5% reduction in QA defects and allowing teams to get more done per sprint.
• Helped designers become AI-native practitioners, increasing their leverage and aligning with the company’s broader AI-first aspirations.

3. Progressive Web App – Reimagining Mobile for Roofers

Context
Roofr’s existing mobile experience relied on mobile-optimized web and browser access. For a field-heavy industry like roofing, this limited the ease and speed with which roofers could create proposals, manage jobs, and respond to customers.

What I led

• Took over and significantly expanded the vision for the Progressive Web App, moving from an incremental direction to a more ambitious, high-value mobile experience.
• Led the design of new PWA workflows across proposals, measurement tools, job management, mobile navigation, and quick actions, all tuned to the realities of roofers working in the field.
• Partnered with product and engineering from early discovery (August 2025) through launch (February 2026), using prototypes and AI tools to validate and refine interactions quickly.

Impact

• In the first week after launch, the PWA was installed by 20% of the customer base, a strong adoption signal for a new experience.
• Mobile proposal behavior shifted: there was a 3–3.5% increase in proposal creation and send-outs via mobile/PWA compared to prior mobile and desktop-only patterns.
• The time to create a proposal on mobile dropped from roughly 20–30 minutes to 10–15 minutes within the PWA, making it much easier for roofers to respond quickly to customers.
• Early feedback showed NPS increasing from 94% to 99% and CSAT around proposals, measurements, and jobs improving by about 15 percentage points, with no observable churn tied to the PWA across subscription levels in the early post-launch period.
• Not every element of the first release landed perfectly; feedback from roofers in the field highlighted a few workflows that needed further simplification. Iterating on those has helped us refine what “mobile-first” really means in the context of running a roofing business on the go.

4. Cross-Functional Operations & Connected Systems

Context
Roofr’s startup pace and focus on speed created operational gaps: limited visibility into roadmaps, duplicated efforts, and misalignment between brand and product experiences.

What I led

• Partnered with engineering to introduce Jira Product Discovery, creating a clearer view of initiatives, dependencies, and product roadmaps across teams.
• Worked with the brand marketing team to build a visual design system for the public-facing website that connected cohesively with product design, including shared tools and assets.
• Created a connected toolchain that brand and product design both used, reducing duplicated work and cost while improving consistency.

Impact

• Increased transparency and alignment around priorities, making it easier for teams to see what was in flight and how it connected.
• Reduced fragmentation between marketing and product experiences, strengthening Roofr’s overall brand and perception.
• Enabled product and design teams to spend more time on high-leverage work rather than chasing context or re-creating assets.

Metrics & Outcomes Snapshot

• 10-person design team + 1 researcher evolved from largely siloed contributors into a more cohesive org with shared vision, systems, and rituals.
• 75+ features and enhancements shipped across the entire roofing lifecycle, including jobs, contact center, growth experiments, supply chain, QuickBooks, and email/calendar integrations.
• PWA launch results: installed by 20% of the customer base in the first week, with early data showing increased proposal creation via mobile, reduced proposal creation time, and improved NPS/CSAT without any observable churn tied to the PWA in the early post-launch period.
• Design system + AI: early exploration and iteration time cut from ~1 week to a couple of days, with a ~5% reduction in QA defects due to clearer, system-based design and better alignment with engineering.

How Roofr Shaped My Leadership

Roofr is where I’ve been able to put my “design as an operating system” philosophy fully into practice in a high-velocity, PLG, B2B2C environment. I stepped into a fast-moving startup with strong product–market fit but immature design practices and worked with partners across the company to turn design into a multiplier: aligning teams around a shared vision, building systems and AI-powered workflows that accelerate delivery, and leading a new mobile experience that measurably improves customer outcomes.