Box Office at PlayOn Sports

When we began, our first task wasn’t wire‑frames or color palettes. It was mapping the operational truth of how schools actually used Box Office—​not as a ticket‑only app, but as an improvised POS. Through field visits at some of some of the most revenue-generating Friday night games, researching school social media, and user interviews, we uncovered a system built for one use case (online ticketing) being stretched to serve dozens.

We’ve identified deep systemic gaps early-on:

Selling paper passes to manually provide digitally

Many schools even had fans stand on the side, fill out a paper pass form while remembering specific instructions of what to fill, and then turn it in for a pass to be processed by school staff to then arrive in their account.

Selling concessions and fundraisers as tickets

Schools had been selling fries to shirts (and everything in between) as ticket types in an effort to collect payment for sales as a workaround.

Double check-ins and failed scans

Volunteers resorted to handwritten logs and memory, double‑check ins from failed scans (and charge-backs from having to buy the same ticket twice), and frantic searches for “free” and paid tickets buried in emails.

Paying in cash amidst the rise of social distancing

Often there would be 2 lines: cash-only and GoFan / Box Office. Fans questioned the need for our services (considering the services fees) while schools wrestled between lost cash and even safety.

I was surprised by the discovery results we found. It certainly seemed like schools had figured out a rhythm that worked well and the clinks are just part of the territory—frustrating but predictable. After some thought however, it was becoming much more coherent that schools were silently flaring-off a distress signal: they were using what they could to often-times get by. By the time the pandemic hit, Box Office became much more integral for schools, faculty, and volunteers, and their expectations as users of our platform evolved.

“Empathize with your users, then define the problem clearly. That is where innovation begins.”

If affluent schools with dedicated and well-funded programs, trained staff, and considerably more resources were having trouble, how many missed opportunities do other schools contest with that truly need for things to go right? Empathizing with our users revealed an opportunity to reimagine the high school ticketing experience for everyone. This would become the basis for our north star.

Before any pixel was drawn, it was crucial to define success, and understand the data we had to evaluate our Box Office experience across at scale.

Back before the redesign, chargebacks and customer complaints were the main proxies we had to determine the quality of ticketing at the gate.

I championed for a new quarterly cross‑functional insight meeting that bridged Design together with Customer Support (CS), the 1st point of contact for customers. By collaborating with CS, I was able to get customer satisfaction feedback (CSAT) spreadsheets of 3k+ support tickets. This would later spark a culture shift where CS began flagging issues proactively since they felt heard.

I manually investigated and leveraged my own local AI pipeline I built to further synthesize this data across thousands of tickets. I also filtered out unnecessary data row and columns, and set up my machine with the right parameters (params) of what the large language model (llm) should do and how to package the results since llms excel at repetitive work. Together, I surfaced massive insights from everyone’s experience, whether it was visiting the game or setting the event up.

Almost all events had relatively minor hiccups to devastating issues in the context of school revenue generation. Issues such as fans needing to buy tickets twice or finding signal to access their email with the order, to needing to buy the same tickets twice (and getting hit with costly chargebacks) or not being able to sell for an event at all. This data demonstrated that the experience was dropping the ball instead of slam-dunking.

To further validate these findings I shadowed live events, noting stress cues from afar whether its vocal disputes between fans and volunteers, timing the full ticket‑to‐entry flow of the lines, and even undisclosed issues such as wheelchair user barriers to entry.

Additional Challenges Discovered

Volunteers had to remember fans if they couldn’t buy online

When a fan couldn’t buy a ticket either because of lack of signal, phone died, or because the reader was updating, they’d often times have to fill out a piece of paper exposing name and email in exchange for a ticket, and then pay with cash or not enter if the school didn’t accepted any.

Connecting (and updating the reader) was problematic

School staff had to update their M2 readers frequently, but it was not intuitive and uninformative. Updates could take up to 15 minutes but had the app had to be left open (an often times would get restarted) and the kicker: readers were always powered on within minutes of gates opening, expecting to be at-the-ready.

Cash heavily used due to issues at the gate

Often there would be 2 lines: cash-only on the left and GoFan / Box Office on the right. Fans questioned the need for our services (considering the services fees) when cash payers didn’t pay extra while their experience seemed like paying extra for nothing. Meanwhile, schools wrestled between lost cash, accurate event reconciliation, and even safety handling cash.

Selling fundraisers that often got ignored in favor of the game

Booster club and program fundraisers are crucial lifelines, but far too often people didn’t know about these unless they were approached by students themselves. It was common to see nearly completely empty buckets, while the raffles like this one gave 50% of the entire pot to a lucky winner that night. I gave my entries way.

Reserved Seating Was Not Supported

Booking a ticket online worked with GoFan, but buying a ticket on the spot without the app or an account (many events like these couldn’t use guest checkout) meant you stepped aside to download the app or sign up on web (if you even had signal) to then pay for your reserved ticket.

Long Lines While Crowds Roar

Buying a pass and a reserved seat becomes a huge hurdle when it cannot be done offline—even if some fans have cash but it isn’t accepted (that day)—resulting in lines longer than I-85 traffic and stepping aside to buy online where you have signal as you miss the game.

More In-Field Observations

To my surprise, the issues I found were subtle but deep. It seemed like schools were running smoothly, but underneath the surface had a different outlook. It became clear that schools, ticket takers, and fans expected the experience to just work with minimal effort and friction.

The Box Office app exacerbated school processes with limited app capabilities for schools, impacting how they fostered not just community culture but also instilling confidence from club students to club directors. Decentralized processes and limited capabilities consist of taking cash when nothing else worked, and explaining why service fees are necessary while cash lines breeze by for less, creating frustration, confusion, and voices of disapproval. Limited school communication (which often wasn’t any) to inform fans of how to buy tickets and limitations led to double purchases, standing aside to buy online, or heading back home, created anxiety, unpreparedness and wasted time.

“…how could we improve the high school events experience of everyone involved?”

Our team of product, engineering, and design along with executive leadership wrapped our heads around to answer “how could we improve the high school events experience of everyone involved?” given the many variables at play. Between my core team and me, our mission included Box Office itself as a complete rebuild in the initiative of rolling out the Ultimate Fan App.

Transforming individualized grit to unified enjoyment, GoFan Box Office gives your your time and sanity back by making checkouts fast, effortless and calm. Box Office delivers seamless functionality for you focused on making complex decisions into a tap—empowering you in ways that are understandable and actionable.

Rebuilding Ticketing From the Ground Up

Box Office Guides You From Checkout to Check-in

Experience is shaped through awareness and context, so I asked key questions in order to determine design direction:

1. What awareness and context affects the experience for each role?
2. How do I design for every role for every school with a wide range of variables?
3. What is the ideal experience for each role and school?

It’s crucial to understand all of the variables–all of the different factors–from the beginning to get a tight grasp on what actually influences ticket taker and fan experience. I created an Entrance | Exits framework for mapping data nodes by awareness → topical relevance followed by context before, during and after transacting at the gate.

Entrance and Exit • Fan Before, During, and After Gate Transaction

Design That Works for Everyone

Box Office was poorly designed to handle the variety of user backgrounds, and failed to meet the needs of schools that didn’t have ample resources such as public high schools in contrast to schools that charge $25,000 per year for student admission. I advocated for our users through education and awareness to get passed existing biases and bring focus to designing user-agnostic experiences for everyone at every event.

Awareness collects and routes the wide range of “at the event” stimuli that is experienced before transacting at the gate.

Topical relevance groups routed awareness into experiential nodes to investigate, later cross mapped with persona and quantitative data.

Historically, Box Office was poorly designed to handle the variety of user backgrounds and schools that didn’t mirror affluent schools.

This framework helped to refocus—if not change—team challenges with circumstances they’ve never or seldom encountered reinforced further by being in the field with affluent schools. The objective here was to create design solutions through team buy-in and understanding the why when designing for anyone in any event.

Designing Around Context

I mapped all the possible concepts and translated this into the spectrums and situations framework (adopted from Simon Pan’s Uber case study which is a great way to organize contexts).

In designing for high school events and the diverse roles, I highlighted the range in contexts community members tend to be in, both permanent and temporary, as well as understand the challenges that may occur during transacting.

Spectrums and Situations framework

Reverse Engineering Design

One important step I advocated for early on along with our lead engineer is aligning design with code via a shared vocabulary and nomenclature. When PlayOn moved to React + Expo, design hand‑offs started rendering differently on a variety of devices, compounding by the Sketch → Figma transition our design team agreed on. The solution was a single source of truth for both design and code.

I co-led an initiative with engineering leads to create a unified Design System vocabulary, eventually to be created later in Storybook. Every component (button, dynamic-sheet), state variant (button–primary, dynamic-sheet–shown), and token variable (var) and aliases (e.g., primitive-color (design source vars) → semantic-color (for grouping design related vars) → $colorPrimary (code var)) now lives in both Figma and the codebase. This led to an incredible near-zero hand-off inconsistency between design and engineering.

Nearly 1,000 variables created across light and dark mode colors (PlayOn and shared mock school brands), booleans (behavioral / variable data), strings (text and labels, and even image switching in prototypes), and numbers (calculations, and variable data).

Learning for the Future

Aligning with engineering are always fun opportunities to learn. Through our early discussions as a team, engineering spikes would lead to eventual efforts such as leveraging expo capabilities. I’ve learned about Expo through their discussions that I can suggest pathways if an organization uses it, which is valuable in early design / engineering discussions. Here is an example engineering leveraged, and that I now know to consider for future Expo projects:

Expo-Brightness – Context‑Aware Visibility

Ticket takers outside on a sunny day struggled to scan QR codes accurately. As a way to promote faster scanning in bright environments, I’d have defined three Figma states:

• scan-mode–bright sunny day → max brightness (1.0) – auto detected when entering scan mode

Thinking About the Bigger Picture

Data collection, empathsizing, and reframing allows me to think about ideal circumstances, fueling creativity and relevance while considering business constraints. Many discussions as a team emerged, and we ultimately set on 4 focal points, each with its own challenges:

1. How might we empower ticket takers to sell complex product types while minimizing effort and streamlining transactions?
2. How might we better understand the dynamic interactions of high school events, ticket takers, and fans?
3. How might we remove the need for connectivity for fans to get through the gate that reduces frustration and saves time?
4. How might we passively adjust to the evolving environment of high school events and human nature?

Major operational and logistical disruption happened for schools using the single-ticket POS flow for multiple product types, like parking passes, concessions, and fundraisers. This created disjointed processes and hundreds of hours lost in data reconciliation throughout the school year.

Additionally, critical issues kept rising at the gate, causing anxiety and frustration among ticket takers–often first-time volunteers–and fans when technical problems occurred. Fans would step aside and repurchase tickets themselves–often times–with help, further compounding longer lines, growing social disapproval, and increased refund requests and chargebacks. Fans would question service fees utility with an increasing preference for cash, while ticket takers managed with little recourse. 

Overall, data analysis revealed:

1. Over 50% of schools used Box Office beyond simple ticketing
2. Nearly all schools sold more than just tickets outside of Box Office as a whole
3. 25% of support requests for refunds around missing tickets actually had the ticket(s), but were buried in emails
4. 20% of schools (and growing) still used cash despite the pandemic’s culture shift

From these insights, I designed Dynamic States and Dynamic Sheets, along with redesigning our emails to better empower our ticket takers and fans. At its core, the concepts are:

1. design a scalable, unified event checkout system that grows with schools and ticket takers to pivot from ticketing everything to dedicated processes
2. inform but don’t overwhelm our ticket takers, while still giving them everything they need in a tap, swipe, or at a glance
3. light the way for fans to purchase multiple product types, and give them multiple signals of order delivery
4. enable cash acceptance for schools that couldn’t pivot

While our adjacent product teams such as HQ worked on giving schools the ability to sell other product types, we worked on integrating that data into Box Office.

New Complex Product Types

To begin optimizing the ticket takers’ experience, we knew what tasks were truly important to quickly begin selling while also accommodating flexibility for future potential but unplanned features.

As a team, we agreed that a single place to start from when launching Box Office matched the “Where do I start?” mental model for all ticket takers. From a single point, we can bring focus to unified mini experiences, giving any ticket taker access at any time to any product and event, quickly switch between tasks like selling and validating tickets, and managing their card reader. Included also were important workflow changes that enabled us to ship and iterate quicker with reduced design and engineering overhead.

To support this initiative, I designed the shell of the Launch Pad, the starting ground that promotes focus through simplified navigation while also well informing ticket takers.

Early sketches and wireframes of the launch pad.

Rethinking Navigation

The Box Office primary goal is to sell items and redeem tickets and passes as quickly as possible. Additionally, managing sub-primary needs with card readers, fan check-in, and scanning QR codes, and ancillary tasks such as updating their Box Office profile settings also need to be accounted for. I also opted for flexibility–accommodating up to 6 icon tiles–and planning for potential unknown features that could’ve required its own icon such as scanning which turned out to be an example.

I designed for more intuitive states per icon tile, and removed the old fan check-in since it was being rebuilt to support newer features.

Navigational evolution from 2019 to 2025 (left to right) 

Unifying Products

A unified launch pad aligns with user mental models of predictability, consistency and repetition, with advantages for quick navigation, accessing product types and real-time event instantly.

To build on the navigational experience, I designed the Product Switcher feature focused on giving you any event within any product type effortlessly.

Early explorations (first three) and evolution (last) of the Box Office product switcher in the smallest device configuration (320px), focused on simplicity and speed.

Unifying Event Listings

Tickets and Concessions

Tickets was the first product type I redesigned, setting the foundation for all other product types. Concessions looked identical, because it was still the same event but with a different flow post click-through.

Mobile Passes

Mobile passes use dates often times were ranges. Schools also typically had restrictions such as sport type or grade level, so I made the type of pass and top-level restriction clearly visible.

Season Packs

Many schools offered season ticket packs, essentially bundles of tickets for a group of events. Emphasis here is surfacing how many events it’s valid for along with the new date range.

Fundraisers

Intrinsically emotional, parents do what they can to support their child’s programs and experiences. School-branded progress bars evoked positive emotions and included real-time funding statuses baked in with different logic based on funded amounts: “Be the first to donate”, “[donationPercentage]% raised!”, and “Funded!”

Unifying Event Lists

Following design unification, I designed a consistent pattern for each product type item and list, which increased event count above the fold by 25% in the launch pad. This also brought support for additional venue data when added into HQ, visual additions with iconography and fundraiser progress bars, and refined time and location logic. I designed the Dynamic Event Status chip feature with 4 context-aware states: “Now”, “Upcoming”, “Passed”, and “Soon” which appears within 2 hours of event, anchoring ticket takers during peak check-in times.

Top left (left to right), right (left to right) evolution of event lists from 2019 to 2025.

Dynamic Sheets Starting with Redemption

Schools sell tickets in wildly different ways: gate‑takers at games, self‐serve kiosks for fundraisers and advance passes that are scanned days later. The old app forced every ticket through one static flow, causing work‑arounds.

I designed the Dynamic Sheets feature that maximizes focus and ability while minimizing distraction and informational overload. Dynamic Sheets unifies data into a single area, sliding up when needed and guiding ticket takers through work flows while keeping them anchored.

I designed the redemption method feature which is a single, real‑time tile toggle that lets schools or ticket takers decide—per product type—in seconds whether tickets, passes, or season packs are redeemed on the spot or later, without adding any extra steps for volunteers. Changing methods can be done on the fly with a persistent button where the ticket taker can pick:

• Immediate (Auto‑Redeem) – ticket is marked used immediately, ideal for high‐volume onsite sales.
• Delayed (Redeem Later) – ticket stays active until scanned, perfect for pre‑sales or kiosk use.

Dynamic Sheets set the foundation for adaptive transactions.

Redemption Method Before Selling

Tickets, mobile passes, and season packs need a redemption method as there is a validation element for fans to enter with these product types.

Change Redemption Method Anytime

Upon setting a redemption method, the persistent method link button animates from a bold to a regular state, which on tap can be changed right away or hours later.

Tying it Together with Dynamic States

Unifying each product type in the launch pad allows for effortless events navigation and orientation in high-pressure environments such as the event entrance gates and concession stands.

Getting the Reader Right

Before the redesign, updating a GoFan Box Office reader on game day showed only: “Keep app open – update may take up to 15 minutes.” No progress bar, no timer. Volunteers stared at a blank screen as gates neared opening; without feedback they lost trust, and even fell back to cash as a fail-safe way to process growing lines, even though digital payment was available.

Redemption Method Before Selling

Tickets, mobile passes, and season packs need a redemption method as there is a validation element for fans to enter with these product types.

Change Redemption Method Anytime

Upon setting a redemption method, the persistent method link button animates from a bold to a regular state, which on tap can be changed right away or hours later.

With the offshore engineering team, we audited Stripe’s SDK and mapped the update‑lifecycle to five conditions upon connecting the reader:

• Check update – Checking for update
• Firmware up-to-date – “Tap or swipe your card.”
• Updating Firmware (critical for security) → “Update in progress.”

These states let us replace the prior vague messaging with a visual‑progress system feature I designed. Included is a live countdown (e.g., “8 min remaining”) pulled from SDK polling, a custom animated progress bar (0–100%), and contextual microcopy (“Do not close the app”).

Once updated, we provided ticket takers with full control and transparency: bluetooth and location prompts appeared only when needed via native iOS UI, eliminating upfront pop‑ups.

Two reader models—light and dark—with different physical buttons caused confusion in the field. I designed the reader selector feature as a button toggle. When pairing, discovered readers would appear, and making connecting a breeze. After connection, a color‑matched graphic of the actual reader appears, instantly building confidence. This is located in the Reader Panel feature I designed, the centralized dashboard showing battery level, firmware status, devices names, and one‑tap support tiles. I advocated to maximize reader pairing as part of the new experience, so we ushered in reader naming to name readers helpful for assigning such as “Concessions” or “Gate 3”.

Understanding Financial Operations

Schools essentially run small businesses, and when money is involved clarity isn’t optional, in the back office or at Box Office. Prior to reworking the checkout systems, I actually had led the design for the financial technology (fintech) arm dashboards of PlayOn which equipped me with a deep view of transactional-based data. This is where I fathomed the breadth of data schools either had or wanted, much of which lived in several separate silos including: Box Office (onsite tickets & concessions), GoFan (online sales), and HQ (raw aggregates).

Some of my notes throughout 2022-2023, learning the ins and outs of our fintech with our finance director Ram Rameshan.

The process of designing the centralized Financial Hub paid off, which became the operational backbone for school finances. Thought I won’t go into depth here, I partnered with three stakeholder groups: the bookkeepers who use it daily, our internal accounting team (audit & reconciliation standards), and our fintech product director Ram to align data schemas.

Essentially, it came down to 3 main pillars:

1. Aggregated, itemized reporting – a single view that merges online and onsite sales by event type (athletic, non‑Athlete or plays/concerts), revenue category and concessions/fundraisers. This laid the groundwork for future advanced reporting.
2. Visual trends & exportability – interactive line and stacked bar charts show YoY net sales, disbursements & category breakdowns. All views can be exported as PDF (remittance summaries), CSV (.xlsx for accounting) or JPG (for quick sharing by ADs).
3. Proactive compliance engine – a pre‑deposit flow that blocks payouts until the school provides its Tax ID and selects an approved payment method such as direct deposit.

Thie xFin project became my backbone for thinking through, understanding, and designing a scalable checkout POS.

Finance Hub (left), Final Event Settlement (bottom right), and some early concepts (top right). These are the 2025 reskinned and feature-added versions by fellow product designer Lauren Tobolski.

Unifying Checkout

Knowing that ticket takers primarily sell items, and scan and validate tickets / passes allowed us to do the heavy lifting of making checkout as seamless and intuitive as we could for them.  The Box Office POS needed to process multiple complex products simply enough to let even first-time volunteers to confidently checkout quickly while also guiding them through worrisome errors. The Dynamic Sheet and Smart Dash framework was by far the most complex part of the project.

At the core of this framework were these concepts:

1. different events and products would trigger different flows and processes to equip the ticket taker to checkout from start to finish
2. provide ticket takers with control and agency; in-app behavioral or external input would trigger certain events, so creating a unified design pattern was key
3. the system needed to suggest pertinent actions, but not arbitrarily assume that ticket takers will always be ready to accept

Having each product type also follow the exact same transactional path–even for free items–would continue to preserve a single mental model for volunteers and eliminated extra training.

Hardware Integration

Working iteratively with our offshore engineering team, the Stripe SDK audit let us map the reader‑payment-lifecycle to six states. I mapped every card‑reader condition to a responsive UI complete with buttons that morph based on context:

• Reader Connected → “Scan Tickets” (primary, active) – instant visual cue.
• Awaiting Payment Input → “Waiting for payment method” (disabled, grey) – blocks accidental taps.
• Processing Payment → Pulsing spinner + “Please wait” – syncs with reader latency.
• Payment Successful → Green checkmark + “Success” – haptic feedback planned for the next release.
• Payment Failed → “Try Again” (primary) + error text (“Card not accepted”) – lets volunteers retry without restarting.
• Reader Error (Bluetooth loss, timeout) → “Reconnect Reader” CTA + help link.

Smarter Workflows

I designed the transactional experience to allow for changes on the fly in a highly dynamic workflow for ticketing and item purchasing. Box Office does the heavy lifting to show you only the required steps based on your selections, and keeps data persistent whenever a change is made during the transaction. To accomplish this, I repurposed multiple items into Dynamic Sheets:

1. persistent cart when items are selected, and expandable for additional details
2. required additional details for appropriate tickets and items
3. smart receipt options (email/SMS or no receipt)
4. simulated state-driven Stripe M2 reader payment codes
5. checkout success based on product type → receipt method

This shows the adaptability of our transaction flow, where each step adapts to the context of the transaction.

A Flexible Checkout Experience

Knowing that ticket takers primarily sell items, and scan and validate tickets and passes allowed us to do the heavy lifting of making checkout as seamless and intuitive as we could for them.  The Box Office POS needed to process multiple complex products simply enough to let even first-time volunteers to confidently checkout quickly while also guiding them through worrisome errors. The Dynamic Sheet and Smart Dash framework was by far the most complex part of the project.

I redesigned the entire checkout flow to guide users through every possible state, not just the happy path.

Tackling Cash (and Compliance)

In high‑pressure events a single “I can’t find my ticket” moment ruins the fan experience. Fans often had valid tickets but couldn‑t prove it:

• Comped or transferred seats that that were hard to trace on the fan’s device.
  • “I was supposed to get in—but I don’t have anything.”
• Dead phones, or poor (or no) signal.
  • “I bought it—but my phone died.”

Without verification volunteers either risked fraud or denied entry, eroding trust. We already had a way to look up fans prior to the rebuild, but it had to be rebuilt to support upcoming features. However, by this stage it was already built, and our team go together to determine the best path for integrating the new HQ fan look up experience into Box Office.

My product manager put together a high-level workflow through technical discussions with engineering and my contributions. From this, I designed the Fan Lookup feature that bridges Box Office with PlayOn HQ, giving volunteers real‑time access to every ticket regardless of device state. Here is how it works:

A new fan lookup icon is shown in the event list view, and on tap a Dynamic Sheet slides up to show a webview of HQ. Before game day, staff pre‑authenticated securely, then ticket takers would simply:

1. Tap Fans from the menu
2. Enter a name, email or phone
3. Select the fan
4. Redeem fan (or resend order via email or SMS)

Open Fan Lookup in Box Office (left), and access HQ for your school to search and let fans in (middle, right). HQ designed by Lauren Tobolski.

When the pandemic forced touch‑less events we assumed every fan had a smartphone. However, in many rural, under‐resourced schools the signal dropped or Wi‑Fi wasn’t available at gate time. Fans couldn’t open their tickets, leading to refunds, chargebacks and schools thinking “to look elsewhere.”

This led to an urgent redesign that treated scannable, printable tickets as a first‑class admission path—not just an afterthought—via my PM’s high-level technical requirements I contributed to. Here were the focal points:

1. Back office control – Schools toggle “Scannable Event” per event in PlayOn HQ.
2. Dual assets – Order confirmation emails contain a QR‑code link to the order and an explicit “Download PDF Ticket” button.
3. Print from GoFan – fans could generate a physical ticket which they could print and present at the gate.

I added an always‑visible Scan tab to facilitate a quick scan for ticket takers in Box Office. One tap opens the camera and accepts QR codes from email, in‐app tickets or printed PDFs—no login required via a webview dynamic sheet. Each code maps to a unique event + order ID and is validated on the backend, so scans are auditable even when offline

The entire scanning workflow made simple.

I designed the QR codes, print ticket buttons, and physical ticket PDFs to ensure multiple points of delivery and redemption for fans and ticket takers, respectively.

During the redesign of the Box Office experience, I led a comprehensive overhaul of the Sketch design system from scratch in Figma with a focus on accessibility, consistency, maintainability, and scalability. The goal was to create a system that would provide clarity between design and engineering, minimize handoff errors, and ensure a seamless user experience. Thought just some of the components of the library, some highlight pillars were the following:

1. Color palette was created and tested to ensure a high WCAG AAA contrast ratio, meeting accessibility standards.
2. Dynamic typography and a bold visual hierarchy were introduced to enhance legibility across all platforms, ensuring that text was easily readable on both small and large screens.
3. Standardization across many components such as text labels, buttons, and colors (even down to the season).

I designed my design system to be iterated on quickly, often times on the fly, as a scrappy way to adjust it during limited time projects.

After a year of development—navigating technical delays and tight cross‑team alignment with my amazing PMs, engineering, and QA teams—the Box Office redesign entered launch readiness. I took ownership of the final mile: creating end‑to‐end App Store and Play Market assets that communicated value, not just features. I produced iPhone (all sizes) + iPad mockups, creating blown‑up UI so as spotlights

All graphics were built in Adobe Photoshop and sourced from Figma with auto‑layout and component variants, exported at the exact Apple/Google specifications for a frictionless engineer handoff.