Ranked #1 most-searched fashion brand on Google in 2018 and top-6 most visited websites by young consumers, Fashion Nova stands alongside Gucci, Louis Vuitton, Supreme, and Chanel as one of the world's most recognized apparel brands.
WHAT IS FASHION NOVA - VENDOR PORTAL
All vendors who sell items on the Fashion Nova e-commerce website have access to the Vendor Portal web app where they can manage purchases, invoices, payments, deliveries, and credits for their businesses.
The Vendor Portal provides access to high quality information that is key to synchronize the production and supply chain, estimate monthly sales, analyze trends, and guide the decision-making process of managers.
THE GOAL
The original Vendor Portal was built as an MVP, functional, but not scalable. With a growing vendor base and increasing operational complexity, Fashion Nova needed a partner to audit the existing product, close the gaps, and deliver a production-ready platform.
1. Redesign core workflows
Rebuild key vendor journeys end-to-end: purchase orders, invoices, deliveries, payments, and credits.
2. Introduce data visibility
Replace static XML exports with interactive dashboards, custom filters, and real-time reporting.
3. Build for scale
Establish a design system to standardize the UI and reduce future feature delivery time.
MY TEAM
1 Client Stakeholder
1 Business Developer
3 Web Developers
Myself as UI-UX Designer
MY ROLE
I owned the end-to-end redesign from audit to shipped product. Reported directly to the Senior PM. I led a cross-functional team of 3 developers. Our client stakeholder was embedded at the Fashion Nova warehouse in direct contact with end users. I drove prioritization, managed stakeholder reviews, and made the key design decisions that shaped the final product.
PRIORITIZATION & ROADMAP
Using Jira, the Development Team and I wrote the user-stories, sub-tasks, and dependencies. This allowed my team to identify blockers, dependencies, and the specific planning in order to be completed on time.
THE CHALLENGE
Scope was broad, timeline was tight, and the team was small. User journeys required simultaneous input from developers and the client stakeholder two parties with different cadences and priorities. The risk was a bottleneck: design waiting on feedback, development waiting on design.
MY SOLUTION
I introduced a dual-track design sprint cycle running multiple journeys in parallel, with bi-weekly stakeholder reviews to validate and unblock. This kept development continuously fed with approved designs and eliminated sequential delays.
THE PROCESS
DESIGN SYSTEM
Fashion Nova had existing brand guidelines, but nothing documented for digital products. I translated the brand into a full web design system defining the color palette, iconography, UI components, interaction states, and CSS library and handed it to the development team as a shared, versioned asset.
Success indicators defined at project outset: CSAT, Customer Effort Score, Average Time on Task, and Error Rate per journey. Infrastructure for measurement was scoped for post-launch implementation.
Special thanks to George Urdea, Royce Fullerton, Agustin Hernandez and Enrique Galindo for all their support, feedback and trust on my work.
