Transforming an underused dashboard into a decision-making tool with a +96% adoption lift

Triggle's Smart Office platform provides hotel partners with tools to manage and monitor their activity and transfer sales performance.

The Dashboard was designed as the main entry point after login, intended to give partners a quick overview of bookings, passengers, revenue, and commissions across their webstores.

If the company was a single hotel, the dashboard showed only that property's data. If it was a chain, it displayed aggregated data across all hotels.

Signals that triggered research

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  Low adoption

  Few hotels accessed the dashboard regularly.

• 

  Short sessions

  Users left quickly after entering.

• 

  Low return rate

  Most users didn't come back after first use.

• 

  Direct feedback

  Hotels said they saw numbers but didn't know what to do with them.

The Challenge

• Reduce complexity Simplify metrics and visual load so information could be understood at a glance.
• Enable decisions Turn passive reporting into actionable insights.
• Increase adoption Make the dashboard valuable enough to become part of partners workflow.

My role

As Product Design Lead, I drove the redesign end-to-end: conducting research with hotel partners, facilitating co-design sessions, aligning with BI and product teams, and delivering the final UX and UI.

Before redesigning the dashboard, I needed to understand whether the problem was data, usability, or perceived value. We approached research with one goal: identify what hotels actually needed to make decisions.

Research methods

• Qualitative insights User interviews and co-design sessions with hotel partners helped us understand how they interpret metrics, what decisions they make, and where confusion appears.
• Quantitative validation KPI prioritization surveys and product usage signals allowed us to rank metrics by real decision value and identify which data actually mattered.
• Co-design sessions Worked with partners to identify which metrics were actually meaningful for them.
• BI alignment Collaborated with data teams to understand constraints, definitions, and metric logic.

Questions we needed to answer

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  Which metrics matter?

  What information do hotels actually use to take action?

• 

  What creates confusion?

  Which KPIs or visuals were misunderstood?

• 

  What filters are relevant?

  Which segmentation options match real workflows?

• 

  What decisions should it support?

  What actions should the dashboard enable?

The objective wasn't to validate the existing dashboard, but to understand the decision-making context behind it. That meant shifting from asking what users wanted to see, to understanding what they needed to act.

Research revealed that the dashboard's main issue wasn't functionality or data accuracy. The real problem was that partners couldn't translate information into decisions.

Key discoveries

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  Data ≠ Insight

  Displaying metrics didn't automatically create understanding.

• 

  Not all KPIs matter equally

  Hotels relied on a small subset of metrics for decisions.

• 

  Cognitive overload

  Too much information reduced comprehension and trust.

• 

  Decision context missing

  Users needed comparisons and trends, not raw totals.

With research findings in hand, I started translating insights into structure. The goal wasn't to redesign the visual layer — it was to rethink the information architecture from the ground up. Low-fidelity wireframes helped us test layout decisions and data hierarchy before committing to UI.

The final design translated research insights into a structured visual system built around decision-making. The layout prioritises the three metrics that drive hotel partner actions — bookings trend, revenue performance, and top products — surfacing them immediately without scanning. Contextual delta indicators compare current vs. previous period inline, eliminating the mental effort of drawing conclusions. The visual hierarchy was redesigned from a flat grid of equal-weight KPIs to a structured layout where prominence reflects decision value.

The redesign transformed how hotel partners interacted with their operational data. By surfacing actionable insights and reducing cognitive load, the dashboard went from an underused reporting tool to a daily workflow essential for hotel operators across the Triggle platform.

Metrics sourced from Triggle's Business Intelligence department pre/post project comparison.

Starting small proved key. By releasing incremental versions, adoption grew naturally. The focus on shared ownership encouraged contribution and avoided the 'design team only' bottleneck common in DS initiatives.

Beyond components, the Design System became a cultural tool. It aligned designers, developers, and PMs around shared standards, accelerating decision-making and raising the quality bar across Triggle's product suite.