Complex operations.
Connected experiences.

Managing a rental
isn’t one job.

A property manager is keeping track of people, bookings and standards across many properties. A service provider needs to know where to go and what needs doing. Properly connected those two views of the same job.

As operations grew,
coordination became the problem.

The challenge wasn’t simply managing properties. It was making the right information visible while people, schedules and exceptions kept moving.

Two sides of
the same system.

Designing for both meant understanding when someone needed an overview—and when they simply needed to get on with the job.

Turning complexity
into clear actions.

I kept returning to four needs: knowing what is happening, moving work forward, building confidence and making room for growth.

Designing across
a connected system.

Instead of treating each feature as an isolated screen, I looked at where it belonged in the job lifecycle—and what information needed to carry into the next step.

Know what’s happening.
See what needs attention.

My first challenge at Properly was a status system that worked across web and mobile. A completed job could still have a problem, so progress and exceptions needed to be communicated separately.

Softer tones and compact icons make job statuses clearer across desktop and mobile.

Create the job.
Keep the context.

A request could start from a calendar, property or provider. I explored a full page, a pop-up and a side panel, then chose the pop-up: a focused space to create the job while keeping the original page visible behind it.

The pop-up keeps job creation focused without taking the manager away from where they started.

From generating a report
to finding what matters.

The first reporting flow helped managers create and export a record. As their needs grew, filtering made it possible to focus on a particular provider, property, status or date range.

Make feedback
part of the job.

Reviewing the work was the right moment to acknowledge a job well done—or explain what needed attention. Keeping that conversation beside the checklist gave feedback a clear context.

Feedback should happen where the work is being reviewed.

Enough to decide.
Detail when it matters.

A provider needs to understand where, when and what before accepting a job. The hierarchy evolved around that decision rather than giving every detail equal weight.

Make good work visible.

Choosing someone new takes trust. Badges gave a recognisable meaning to a provider’s history, helping managers understand the person behind the profile.

Reputation becomes opportunity.

The marketplace connected the two sides: managers could discover providers, while providers could turn their work history into a stronger profile and new opportunities.

From individual tools
to a connected operation.

These shifts capture the thinking behind the work: make the state of a job visible, keep tasks connected and give each person the information they need.