Architecting a single source of truth for global B2B sales.
Designing the omnichannel sales intelligence platform that gave a global B2B network and communications sales force unified visibility into thousands of constantly shifting Tier-1 enterprise accounts — turning dozens of fragmented upstream systems into a single decision surface across web, tablet, and mobile.
What was at stake.
A global B2B sales force was trying to operate Tier-1 multinational accounts through dozens of upstream systems that had never been designed to speak to each other.
In B2B network and communication services, the customer landscape is one of the most volatile in the enterprise economy. Tier-1 multinationals merge, divest, restructure, and reorganize their global subsidiaries on a continuous timeline — a single corporate parent might encompass hundreds or thousands of constantly shifting sub-accounts spread across dozens of regulatory regimes. The carrier serving them had built a global business on those relationships, but the experience of selling into one of them had not kept pace with the complexity it was trying to navigate. Account managers were stitching together a unified view from a sprawl of legacy systems — billing in one place, service inventory in another, contract terms in a third, opportunity pipeline somewhere else again — and reconciling them by hand before every customer conversation.
The pain compounded at every level of the organization. Individual account executives could not see the complete global footprint of the customers they owned. Sales leadership could not reliably surface upcoming funnel opportunities across the portfolio. Cross-team collaboration broke down at the regional boundary, because each team's working data lived in a different system with a different shape. And no one — from the field rep preparing a Tier-1 strategy meeting to the executive reviewing the quarterly forecast — had a single, trusted source of truth about what the customer actually had, what they were paying for, and what they might be ready to buy next.
The business stakes were direct. In B2B telecom, a small percentage of accounts produce a disproportionate share of revenue, and every percentage point of conversion against a Tier-1 customer is a meaningful number on the books. Quota attainment had become unevenly distributed across the global team — opportunities were being missed not because they did not exist, but because they were not visible until after the buying window had closed. Leadership needed to convert the latent intelligence already buried in the carrier's systems into a working surface the sales force could actually run on.
Bringing EXA to the problem.
The work was framed from the start as an Enterprise Experience Architecture engagement, not a dashboard project. Every decision was decomposed through the three pillars of EXA — scale, intelligence, and clarity — to deliver a platform that anticipated the next move of the global sales force rather than asking them to assemble it themselves.
One platform, three contexts of use
A global sales organization works in motion — at a desk preparing a strategy session, on a tablet inside a Tier-1 boardroom, on a phone between meetings. We architected the platform on a tokenized Enterprise Design System and a ReactJS foundation so that the same intelligence inherited the same architectural DNA across web, tablet, and mobile, and so that capability could be assembled, localized, and rolled out to global teams without forking the design language.
Synthesizing dozens of systems into one decision surface
The operative move was not building another dashboard. It was synthesizing the dozens of fragmented upstream data sources — billing, provisioning, contracts, telemetry, opportunity history — into a single, governed source of truth, then surfacing actionable intelligence from changes in that consolidated view. When a Tier-1 customer's footprint shifted, the platform raised the up-sell or cross-sell signal proactively rather than waiting for an account executive to discover it.
Translating dense corporate hierarchies into glance-readable views
A Tier-1 account is not a single customer; it is a tree of legal entities, product holdings, regional billing relationships, and active service inventory. We engineered the experience to compress that density into elegant, glance-readable hierarchies — so an account executive could open the platform thirty seconds before a meeting, see the entire global footprint of their customer, and walk in informed.
What was designed and deployed.
A unified, cross-platform sales intelligence application — anchored by an Enterprise Design System and four integrated capability layers that together gave the global sales force the visibility, collaboration, and customer-facing presence they had been operating without.
The Enterprise Design System was the architectural foundation, and the most important piece of the engagement to get right. I built and codified the system from the ground up — a deeply tokenized, centrally governed component library aligned one-to-one with the engineering team's ReactJS architecture, so every screen across the platform inherited consistent interaction patterns, accessibility behavior, and visual language regardless of which capability team was shipping which surface. The design system is the reason the sales suite reads as one product rather than a federation of features, and the reason new capabilities could be designed in days rather than months.
Dynamic relationship mapping consolidated the corporate complexity of every Tier-1 account into a single navigable hierarchy. Where account managers had previously assembled the customer's structure manually from spreadsheets and account notes, the platform now generated it from the source data — collapsing thousands of constantly merging sub-accounts into a clean, scannable tree, and updating it automatically as the customer's corporate structure shifted underneath.
At-a-glance dashboards replaced the scattered, screen-by-screen reconciliation that had defined the legacy workflow. Active services, billing posture, customer health signals, and contract milestones were rendered in a single glance-readable surface — engineered for cognitive endurance, not for visual impressiveness. The dashboard was designed to be useful in the thirty seconds before a customer call, not to look complete in a screenshot.
Actionable intelligence turned the consolidated source of truth into proactive sales motion. The platform surfaced targeted up-sell and cross-sell opportunities based on real-time changes in the customer's global footprint — a new acquisition in a region the carrier already served, a service nearing renewal on a degraded performance trajectory, a billing pattern suggesting headroom for an expansion conversation. The intelligence layer told account managers not just what was true, but what to do about it next.
Executive presentation mode took the same intelligence surface and optimized it for tablet and mobile, so account executives could use the platform live inside Tier-1 strategy consultations rather than leaving the customer's office and writing them up afterward. The carrier's most valuable conversations stopped being conducted blind.
That principle was not abstract on this engagement. Though I am a designer by trade, I made the strategic decision to step into the ReactJS environment and code the component layer myself — transitioning my designs from Sketch directly into the codebase rather than handing them off across the wall. Writing the React provided a kind of insight that no design review can produce: it surfaced the technical constraints that should have been informing the design from the start, and it made the design system technically robust, not just visually cohesive. The Enterprise Design System worked as well as it did because it had been built by someone who understood both halves of the problem.
What changed.
Impact was measured across four dimensions — total sales lift, quota attainment, quota exceedance, and the architectural unification that made the rest of it possible. Together they trace the difference between a sales force operating on fragmented intelligence and one operating on a single source of truth.
+5% lift in total sales. The number is direct, but the mechanism is worth naming. The platform did not magically create new opportunities; it surfaced the ones that had always been latent in the customer footprint and had been invisible to the rep before. When the consolidated source of truth could read a Tier-1 customer's product holdings, regional posture, and contractual rhythm in a single view, the cross-sell signal appeared automatically. Sales did not have to find the opportunity — they had to act on it.
+25% lift in monthly quota attainment. The most consequential of the four metrics, because it speaks to distribution rather than averages. Before the platform, quota attainment was concentrated among the small number of account executives who had the experience and the time to assemble their own picture of the customer. The intelligence layer democratized that picture across the global team — newer reps and reps in matrixed, cross-regional accounts began closing at rates that had previously been the preserve of the most senior people in the organization.
+3% lift in quota exceedance. Once the floor of attainment moved up, the ceiling moved with it. Teams that had previously been hitting target started exceeding it, because the funnel visibility and the team-level collaboration the platform enabled gave them the bandwidth to pursue opportunities they would historically have left on the table. Three points of exceedance against a Tier-1 sales book is not a rounding error.
The architectural unification underneath the metrics. The numbers above are the visible result. The invisible result — the one that determined whether any of those numbers were possible — was the consolidation of dozens of upstream systems into a single, governed source of truth, served through one Enterprise Design System and one ReactJS architecture across three device contexts. The metrics are downstream of the architecture, and the architecture is the durable asset.
Why this matters.
Sales intelligence is fundamentally an architecture problem. Every Tier-1 enterprise has the data it needs to run a global sales force; very few of them have an experience layer organized well enough to convert that data into motion. The dashboards, the relationship maps, the next-best-action surfaces — these are downstream of a single architectural decision: whether the organization is willing to do the structural work of unifying its upstream systems into a coherent source of truth before it asks anyone to look at the result. When that work happens, a 5% lift in total sales and a 25% lift in quota attainment is not a heroic outcome; it is the natural consequence of the architecture finally aligning with the way the business actually operates.
This engagement also validated something subtler about how Enterprise Experience Architecture gets built in practice. The Enterprise Design System worked at scale because it had been written into the codebase by the same person who designed it — closing the gap between how the product looks and how it is built. Most enterprise design systems fail not because the components are wrong, but because the handoff between design intent and engineering reality leaks at the seam. EXA, done seriously, treats that seam as the work itself, not as someone else's problem.
And it forms the second half of a complementary pair. The B2B telecom self-service portal that serves the carrier's Tier-1 enterprise customers and this internal sales intelligence platform that serves the carrier's own sales force are two halves of a single B2B operating system — built on the same EXA discipline, anchored by the same architectural premise. At the scale of complex digital ecosystems, the product is the system. Whether the user is a network manager inside a multinational customer, or an account executive selling to one, the principle is the same: do the hard architectural work upstream, so the human work downstream can be simple, fast, and confident.