Harver

After Harver acquired multiple enterprise products, each product came with its own design system, user base, workflows, and operational complexity. The challenge was to unify them into one coherent platform experience while creating a seamless journey for both candidates and recruiters.

Product design helped shape the post-acquisition migration strategy through research, feature parity analysis, workflow mapping, and shipped product improvements. Instead of migrating every feature as-is, we evaluated what to carry over, adapt, simplify, or retire to create a more coherent platform experience.

Live enterprise customers on both products, two engineering orgs, differing design languages, and a compressed integration timeline.

Users of both platforms faced overlapping but inconsistent workflows — creating confusion about where to go, what to trust, and how things connected.

Two separate design systems, component libraries, and interaction patterns made it impossible to ship consistently or efficiently.

The combined product had the potential to offer experiences neither platform could deliver independently — but only if integration was handled deliberately.

Audited and reconciled interaction patterns, navigation models, and visual language across both products. Established shared design principles to guide integration decisions going forward.

Mapped overlapping capabilities across both platforms. Defined which patterns to carry forward, merge, or deprecate — balancing user expectations on both sides with product direction.

Identified and designed net-new experiences only possible through the combined product — surfaces and capabilities that created clear differentiated value post-integration.

Used integration as a forcing function to address UX debt, improve consistency, and raise quality across both products — turning a constraint into a design opportunity.

I started by understanding the integration challenge across Harver and Pymetrics through design audits, user research synthesis, product data, and conversations with users, stakeholders, and teams across both products.

I translated research insights into shared design principles, user journey flows, and interactive prototypes that helped teams align on the right experience before committing to implementation.

I helped reconcile different user mental models, workflows, and feature expectations by testing ideas early, reviewing trade-offs with stakeholders, and defining what needed to migrate, evolve, or be left behind.

I worked closely with product and engineering teams across both organizations to phase delivery, refine UI in the codebase, document decisions, and support a more unified platform experience.

Reduced cognitive load for users navigating across both platforms. Clearer workflows, less duplication, more intuitive wayfinding.

Unified component library and token system enabling faster, more consistent design and engineering output across both product surfaces.

Net-new product surfaces shipped that were only possible through integration — demonstrating clear combined-platform value to customers.

Shared design principles and governance model established across two teams — creating a foundation for continued collaborative delivery.

Acquisition work forces clarity — you can't carry everything forward, so every decision becomes intentional. That constraint is actually good for design quality.

Navigating two product cultures with different norms, tools, and assumptions about how design works — and finding shared language quickly enough to move.

Invest earlier in a shared research synthesis. The cost of misaligned mental models compounds fast when two user bases are both in scope.