Getting up to speed on two connected products meant doing proper audits of both before touching anything. I walked through the apps with the product leads, reviewed the Jira ticket backlog to understand what problems were already flagged, and dug into the Figma files to get a read on the current design system. The Figma cleanup wasn't originally scoped work but it was necessary. Unused styles, orphaned components, and elements that no longer matched the live product were creating noise that slowed everything down. Getting the files to a cleaner state made the rest of the work faster for everyone. The BizOps budgeting tool was a new feature rather than a redesign of something existing. That meant getting eight to ten stakeholders into a room to align on what the tool needed to do before any design work started. I ran multiple rounds of reviews and prototypes with that group, recording feedback after each session and building the next round of work from it. For Autosigma the process was more direct. I worked closely with the founder, designing the various screens for the resizing workflow and talking through the technical constraints of how the logic would actually work in the product. The meetings followed a similar rhythm to PureCars: I'd commit to specific sections for each review, present the work, capture feedback, and add the next round to the queue.