Bankole Adegboye

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PC Upgrade Program Dashboard

PC Upgrade Program Dashboard

Introduced a dashboard that allows executives to monitor over 53K employees' PC upgrade process.

Introduced a dashboard that allows executives to monitor over 53K employees' PC upgrade process.

Introduced a dashboard that allows executives to monitor over 53K employees' PC upgrade process.

My Contribution

User Research

Wireframes

Iteration with stakeholders

Final Designs

User Research

Wireframes

Iteration with stakeholders

Final Designs

Tools

Figma

Microsoft Teams

Fig Jam

JIRA

Balsamiq

Timeline

3 Months

3 Months

Background

Carrier

​Carrier Global Corporation is a leading American multinational specializing in heating, ventilation, and air conditioning (HVAC), refrigeration, and building automation systems. With approximately 48,000 employees and annual revenues exceeding $20 billion, Carrier continues to innovate in sustainable and intelligent climate and

What did Carrier want to achieve?

Carrier's PC program cost 40% more for the company than it did in the previous years. (each 1% cost was 20k per every 100 employees). Out of 15 executive in carrier only, only 10% know what is going on in the PC upgrade program. In addtion to that, executive had little to no way of messuring the outcome of the current PC upgrade program. Carrier aims to introduce an MVP dashboard that allows executives to monitor the program and identify potential problems it might face.

What is the problem?

Executives often have zero visibility of the PC upgrade program, which leads to increased unsuccessful employee PC onboardings and high program costs. Without visibility, they cannot take proper action on actionable tasks to reduce unsuccessful onboarding.

Solution

A power BI dashboard that offers executives real-time data, trends, and actionable insights so they can delegate actionable tasks to employees.

PC upgrade Dashobard

Impact

After rolling out the first two months, executives saw a positive outcome for the dashboard.

After passing my design solution to the developer, we launched the initial MVP version. We observed their weekly meetings for the employee-facing product dashboards. Based on the observation and metrics we later got from the MVP dashboard, here are the metrics we found out —

After passing my design solution to the developer, we launched the initial MVP version. We observed their weekly meetings for the employee-facing product dashboards. Based on the observation and metrics we later got from the MVP dashboard, here are the metrics we found out —

After passing my design solution to the developer, we launched the initial MVP version. We observed their weekly meetings for the employee-facing product dashboards. Based on the observation and metrics we later got from the MVP dashboard, here are the metrics we found out —

30%

Cost Saving

25%

increase in successful Employee PC onboarding

90%

Visibility Increase

User Research

Stakeholder Interview

As the project continued, I hit a roadblock regarding how to gain access to the executives who monitor this program. But with the help of the PM, I gained acess to interview some of them. I interviewed them and asked about their pain points regarding their communication on the program.

User Interviews (Carriers’ Managers & IT Teams)

I conducted user interviews to validate and expand upon insights from the stakeholder interviews. I uncovered day-to-day bottlenecks, revealing how existing communication gaps and manual processes slow down the overall PC upgrade tracking.

What are the overall thoughts about the current program?

Key Takeaways:

Time-consuming

Executives mentioned that it took them a couple of correspondent email to figure out what was happening in the program as a whole.

Lack of visibility

Excuective felt they only had some visibility for ROI success in the PC upgrade process.

Multiple email threads

IT Teams rely heavily on multiple email threads, causing delayed updates.

Delayed updates

Delayed updates often mean executives receive outdated information.

Lack of resources for real-time data

Real-time data is difficult to consolidate, leading to inaccurate status reports.

What both sides are saying about the program?

"While looking at the program, I have to talk or email multiple managers to get the full picture of this program."

— Executive 1

"I would love to know more about this program, but sadly, there are only so many hours in the day to find out little."

— Executive 2

“We waste hours each week sorting through email threads and spreadsheets just to figure out which departments have finished the upgrade.”

—Carrier Manager

“We have no single source of truth. By the time we compile the data, it’s already outdated for the executives.”

—IT Team Member

Define

How might we…

I used “How Might We” questions to reframe the main pain points into opportunities for innovation. By asking these questions, I can target specific design solutions that address real-time data needs and reduce the reliance on email threads.

Centralize Data

Centralize Data

How might we centralize data so executives receive timely, accurate status updates?

Reduce Email Reliance

Reduce Email Reliance

How might we reduce the reliance on multiple email threads to streamline reporting?

Real-time ROI

Real-time ROI

How might we enable clear, real-time ROI tracking for the PC upgrade process?

Personas

Executives and IT teams rely on scattered updates, creating partial ROI visibility and delayed progress tracking.

After using the how might we framework to identify key focus areas, I developed these two personas to illustrate how each group experiences the PC upgrade process differently, revealing the root causes behind outdated data and communication gaps.

Persona 1 - Jonathan

Persona 2- Blake

Ideation

Low-Fidelty Wireframes and Stakeholder Walkthrough

Both executives and IT teams, managers chose the second prototype as it better addressed their dashboard needs

After define who are the main target audience, I began working on the wireframes. I presented it to some executives and IT members and mangers in a walkthrough as Iteration 1, which showed all the main metrics they wanted to see. However, they felt it was a cognitive overload, and they couldn't focus on the key aspects they wanted to know about the process as a whole.

Low fidelity - Iteration 1

In round two of the testing sessions, I presented the both target audience, with version 2 of the dashboard, prioritizing the data they found most important to know in the PC upgrade process. I also ensured that less critical information didn’t overshadow it.

As a result, the executives unanimously chose to move forward with Iteration 2.

Low fidelity - Iteration 2

Final Design

Introducing the PC refresh dashboard

After the comparative usability testing, I started working on the high-fidelity prototype, which showed the main focus of what the executives wanted from the dashboard.

  1. Overview Profile:

    The overview profile gives executives a quick breakdown of the program's progress, allowing them to understand the wave status at a glance.

  1. Support Tickets Profiles:

    The support ticket profiles allow executives to assess the number of tickets created and closed, providing a clear understanding of the program's effectiveness and identifying necessary actions if more tickets are created than resolved.

  1. Customer Satisfaction / Invitation Profiles:

    This allowed executives to assess the overall impact of the PC upgrade process on the employees and the number of employees joining the wave each month. 

  1. Cost Target / Employee Logisctics profile:

    It was vital for the executives to understand how the program's budget and employee Logistics impacted the company's overall budget. This profile explains how the company allocated and distributed the budget for each process and how employee logistics can change the overall budget.

Impact

After rolling out the first two months, executives saw a positive outcome for the dashboard.

After passing my design solution to the developer, we launched the initial MVP version. We observed their weekly meetings for the employee-facing product dashboards. Based on the observation and metrics we later got from the MVP dashboard, here are the metrics we found out —

30%

Cost Saving

25%

increase in successful Employee PC onboarding

90%

Visibility Increase

Reflections

Reflections

This was the first time I had to work with executives. I initially needed to learn how to effectively make executives understand why my design proposed value to them. However, I talked with my colleagues and manager about effectively communicating executives' value propositions. As a result of that coaching, I could present my design solution to carrier executives, which improved their user experience.

Next Steps

Next Steps

We planned to improve the MVP dashboard experience for the executives continuously and venture in accessible problems that I later found out.

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Interested in working together?

b.a.iadegboye@gmail.com

Interested in working together?

b.a.iadegboye@gmail.com

Interested in working together?

b.a.iadegboye@gmail.com

Impact

After rolling out the first two months, executives saw a positive outcome for the dashboard.

After passing my design solution to the developer, we launched the initial MVP version. We observed their weekly meetings for the employee-facing product dashboards. Based on the observation and metrics we later got from the MVP dashboard, here are the metrics we found out —

After passing my design solution to the developer, we launched the initial MVP version. We observed their weekly meetings for the employee-facing product dashboards. Based on the observation and metrics we later got from the MVP dashboard, here are the metrics we found out —

30%

Cost Saving

25%

increase in successful Employee PC onboarding

90%

Visibility Increase

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Bankole Adegboye © 2025 

Home

Case Studies

About Me

Resume

LinkedIn

Bankole Adegboye © 2025 

Home

Case Studies

About Me

Resume

LinkedIn

Bankole Adegboye © 2025