Spontivly

In 2023, I joined Spontivly as the only designer at a venture-backed startup focused on democratizing analytics dashboards. I also took on PM responsibilities: working directly with cofounders to understand vision and business goals, partnering with the head of engineering to prioritize and roadmap features, and regularly joining sales calls and talking to customers to inform product direction.

• Adopted by professional sports teams including the Tampa Bay Rowdies
• Used by Carta and other notable B2B companies for stakeholder reporting
• Unified fragmented brand identity across marketing site and core platform

My first project at Spontivly was redesigning the marketing website to drive more leads and establish a consistent brand voice. The brand was fragmented, so this redesign extended beyond the site to the core platform's visual identity. I managed the project end-to-end: scoping with marketing and founders, designing the system, advocating for an accessible CMS so anyone could manage content, then hiring and leading engineers to build it. We launched over a month ahead of schedule and doubled inbound leads.

Before

After

I led the design of the analytics dashboard builder and an admin dashboard for managing user-created dashboards and permissions. The goal was to enable users to connect any API from social media, CRMs, and more and customize the generated charts and tables in a drag-and-drop builder. I collaborated closely with marketing, engineering, and co-founders to understand our users and their varied goals, from providing stakeholder reports to making data-driven decisions. I tried to steer the design toward something that felt familiar while still incorporating all of the features that make Spontivly a unique platform for data analysis.

I was regularly on sales calls and talking directly to customers, which meant I had a clear view of what users actually needed. The biggest challenge was managing outsized demand against a small engineering team. Not everything could ship immediately, so I worked with the engineering lead to prioritize ruthlessly and helped stakeholders understand constraints and timelines.

Users needed granular control over their visualizations, but APIs returned data in wildly inconsistent formats. I worked with engineering to design smart defaults and fallback states so the charting experience felt consistent regardless of the data source. The goal was balancing power-user features with approachability so anyone could create meaningful visualizations without understanding the underlying data.

The hardest part wasn't the design work. It was managing a team of developers while keeping founder and customer expectations realistic against what we could actually ship. At a seed-stage startup with strong inbound interest, everyone wants everything now. My job was to absorb that pressure and translate it into a buildable roadmap without burning out the engineering team or losing stakeholder trust. I built the prioritization process across design, engineering, and founders: shared criteria for what shipped next, explicit tradeoffs when scope conflicted, and a rhythm that kept build capacity aligned with business goals.