Route Sales Representatives (RSRs).
The Challenge
Frito-Lay’s Route Sales Representatives (RSRs) relied on outdated handheld scanners that made everyday tasks like inventory, sales, and delivery tracking slow and frustrating. These legacy tools limited productivity and failed to meet modern expectations.
This would be a full redesign of a legacy system at scale.
We were tasked with rebuilding the experience from the ground up. The system included over 1,000 screens, with disconnected workflows and inconsistent logic. It was a true end-to-end challenge starting with full-scale UX research. Then right as we began COVID-19 hit, forcing our research process to go fully remote.
To uncover key issues, I conducted remote interviews with Route Sales Representatives (RSRs) in Plano, Texas and beyond. Their feedback revealed that outdated tools and poor UX were blocking productivity. This insight shaped a strategy focused on efficiency, clarity, and aligning user needs with business goals.
Finding a Solution
We began with a human-centered approach, grounding every design decision in real-world feedback from frontline users. Early interviews revealed patterns and frustrations that helped us shape detailed personas.
Here are two examples, Oliver and Edith representing reps with different route types, store sizes, and digital fluency. These personas helped us capture the full range of needs across the frontline workforce.
We built a dozen personas based on data backed by research.
We mapped the end-to-end journey of our personas, breaking down how reps moved through their day from check-in to service completion. This allowed us to visualize key moments, uncover friction points, and identify the highest-value areas for improvement.
We saw reps losing time at every store due to scattered task flows and notifications.
With pain points in hand, we ran a deep dive on possible solutions and prioritized features based on user impact and business value. This gave the team a clear blueprint for how we’d approach each workflow and what success would look like. user priorities.
Outdated screens and workflows which caused work delays.
I took ownership of the Scheduling & Service Appointment flows, a foundational part of the app experience. This included building task flows for time tracking, inventory, and approvals from the ground up.
I designed a scalable pattern that was adopted across every product in the app.
One critical gap was the legacy system’s inconsistent notifications that handled expiring documentation for Department of Transportation vehicles. I designed a unified, reusable full-screen notification pattern that handled every edge case and status state, ultimately adopted across all verticals of the application.
We built a dozen personas based on data backed by research.
I took ownership of the Scheduling & Service Appointment flows, a foundational part of the app experience. This included building task flows for time tracking, inventory, and approvals from the ground up.
I ultimately delivered over a dozen high fidelity user-flows and prototypes.
One high fidelty flow of dozens I built out.
I translated each scenario into high-fidelity user flows and prototypes, syncing daily with PepsiCo leadership and cross-functional teams. These sessions ensured every design balanced user clarity with strategic business alignment.
Results
We didn't just migrate over 1,000 screens; we redesigned them from the ground up.
The launch of Sales Hub + dramatically improved the efficiency of a 25,000-person workforce. Beyond the rollout, we established reusable patterns and a scalable foundation that continues to support PepsiCo's digital evolution. For me, it reinforced the importance of research, cross-functional collaboration and system-level thinking.
By aligning with their real-world needs, we shipped a product genuinely improving how employees manage daily tasks.