Illustrative dataIllustrative data: every figure, name, and org shown in these screens is fabricated. See the full NDA note below.
Internal tools for headcount planning, debt management, and org restructuring, used by org leaders, Finance, and HR teams across Meta.
Illustrative dataIllustrative data: every figure, name, and org shown in these screens is fabricated. See the full NDA note below.
Meta shifted annual headcount planning from tracking positions to tracking dollars, bringing Finance in as a stakeholder for the first time in a process previously owned by HR and org leaders alone.
Headcount tracked in positions only (no dollar visibility); Finance absent; static spreadsheets that quickly went stale; weeks of back-and-forth per cycle; no single source of truth.
Finance integrated as a core stakeholder; compensation data highly sensitive (tied to levels, locations, and roles); org leaders responsible for financial decisions alongside headcount (two distinct cognitive loads); complex permission architecture required.
Dollar values tied to levels, locations, and roles required airtight architecture to prevent data leaks.
Designing for Finance's mental model without disrupting how org leaders and HR already worked.
Helping a massive organization change how it thinks about planning, requiring proactive design leadership.
This was fundamentally an organizational-change problem, not just a UI problem. Instead of executing on a handed-down spec, I used journey maps to make a critical tension visible: org leaders now had two distinct cognitive tasks (headcount and dollars) they had never had to hold at once. Seeing that tension mapped out drove the decision to keep decisions integrated in a single view rather than splitting tools, and to architect permissions around who could see each half.
As the sole product designer on a team of 18 engineers, 1 PM, 3 business partners, a content designer, and a UX researcher, I stayed embedded in strategy rooms before requirements were written, creating shared user journeys and defining JTBD to drive cross-functional alignment.
Her ability to juggle dozens of requirements docs, chats, Tasks, spreadsheets, Figmas and pull out the core information needed from each XFN is an incredible feat. Without that level of prioritization and partnering, the Workforce Planning projects would have been absolute chaos.
— Content Designer, MetaRather than building three separate tools, we created one adaptive platform. While the screens shown below showcase the flagship Headcount Annual Budget Planning flow, the exact same design paradigms and structural patterns were extended across all plan types:
Led design for the positions-to-dollars methodology shift, bringing Finance into headcount planning. Shipped on time for the 2024 cycle, saving 3 weeks of process steps and back-and-forth conversations.
A lighter-weight plan type utilizing the same platform architecture to pay down headcount debt via positions and lines of credit. Reduced manual processing across 14 pillars, supporting $456M+ in debt payback and saving 1,080 Mission Control hours.
Built the reorg user journey and JTBD framework to align cross-functional stakeholders on scope and sequence. Ran usability testing with org leaders, synthesized findings, and shipped end-to-end designs supporting position movement and debt redistribution that directly influenced the H2 2024 roadmap.
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Because annual planning timelines were extremely tight, formal usability testing and validation were primarily conducted during the Reorg project. Testing surfaced a key gap: users lacked clarity on process stages. I redesigned the flow into clear, stepped stages so people always knew what phase they were in.
Post-launch findings highlighted ongoing tensions (e.g., org leaders wanting more flexibility than Finance's constraints allowed) and the need for future structural simplification of the permission model.
The product saw successful, sustained adoption (92% positive product feedback), leading directly to my promotion from IC5 to IC6.
Driving early cross-functional alignment; anchoring design solutions in deep business understanding and user journeys.
Doing research earlier and more often; creating more tailored experiences for leadership versus Finance.
Complex enterprise spaces require designing for the organization just as much as the interface. Leading workforce planning at Meta reinforced that structural success comes from operating across the entire product lifecycle: bridging the gap between Finance's spreadsheets, HR's workflows, and leadership's goals. True design leadership at this scale means translating institutional complexity into a cohesive system that aligns an entire company.