Coca-Cola FEMSA — KOF

Context

Coca-Cola FEMSA needed UX support for the internal platforms it uses to manage operational and business workflows: business rules, technical constraints, and Design System standards had to be translated into clear experiences.

I worked on different initiatives such as Cockpit AdminPanel, MRK cell, Geofencing / Geocerca, Sales Leader Profile, and Command Center Image Bank. Each one had its own logic and stakeholders, but all required the same foundation: clarity, validation, and development-ready decisions.

My role

I worked as Product Designer, covering everything from UX definition and information architecture to prototypes, validation, and handoff.

• Translated business requirements into user flows, wireframes, prototypes, and documentation.
• Collaborated with Business Analysts, Tech Leads, developers, stakeholders, and functional users.
• Designed high-fidelity interfaces aligned with KOF's Design System.
• Ran validation sessions with functional users and technical teams before handoff.
• Used Gemini and Figma Make to explore visual alternatives faster.

The challenge

The main challenge was designing for platforms where the complexity lives behind the interface: business rules, permissions, technical constraints, and multiple stakeholder expectations.

• User challenge: functional users needed to complete operational tasks with clarity and less cognitive load.
• Business challenge: KOF needed platforms that could sustain complex workflows with consistency and development readiness.
• Design challenge: we had to understand complex logic fast, validate assumptions, and design within a Design System without losing flexibility.

Goals & success criteria

Process

01 — Discover

Understanding the business logic before designing the interface

I started each initiative with the business context, the operational workflow, and the constraints behind the request. In enterprise UX, the interface is only the visible layer.

• Reviewed business requirements, user stories, and available documentation.
• Clarified the purpose of each initiative with Business Analysts and stakeholders.
• Identified user roles, dependencies, and technical constraints.
• Identified assumptions that needed validation before detailed design.

How I used AI

I used Gemini to organize each case's context and build more precise prompts for Figma Make. The final decisions were mine, based on UX criteria, stakeholder feedback, and KOF's Design System.

Discovery structure used to align business logic, user needs, and technical constraints before designing the interface.

02 — Define

Turning complex requirements into clear UX direction

I translated the requirements into a UX direction that aligned BA, technical teams, and stakeholders before detailed design, especially when the logic was hard to understand in writing alone.

• Synthesized requirements into user flows and interaction logic.
• Defined information architecture and screen structure for each initiative.
• Identified which parts of the flow required validation with functional users.

How I used AI

I used Gemini to turn project context into structured prompts for Figma Make, and treated the outputs as exploration only.

User flow used to align product logic and reduce ambiguity before moving into wireframes and prototypes.

03 — Develop

Exploring solutions with Design System consistency

With the direction clear, I explored interface structures, flows, and prototypes that were understandable for users, realistic for development, and consistent with the KOF ecosystem.

• Created wireframes and prototypes, exploring how to structure information, actions, filters, and states.
• Used KOF's Design System components to maintain visual and functional consistency.
• Built new structures when needed, from the system's atomic foundations.
• Iterated on feedback from BA, technical teams, and functional users.

How I used AI

I used Figma Make as an ideation accelerator; the explorations helped me see possible structures, and I rebuilt the final solutions with KOF's components.

Wireframe exploration used to test structure, hierarchy, and Design System alignment before detailed handoff.

AI-assisted exploration used as a starting point, later rebuilt with KOF's Design System and UX decision criteria.

04 — Deliver

Validating and handing off development-ready UX solutions

I documented flows, prototypes, rationale, and interaction decisions so the team could reach implementation with fewer doubts.

• Delivered user flows, wireframes, prototypes, and UX documentation.
• Validated proposed solutions with functional users and technical teams.
• Prepared handoff material for developers and product teams.

How I used AI

I used AI for speed in exploration and documentation; the final handoff rested on flows validated with users and technical teams.

Handoff documentation created to reduce ambiguity and support development readiness.

Before / after

Final solution

The work focused on three improvements:

Impact & results

Obstacles & trade-offs

In enterprise UX, the challenge was making the workflow understandable without losing operational accuracy, balancing business complexity, technical feasibility, and the Design System.

• Understanding complex business logic quickly.
• Working with scope and priorities in motion.
• Balancing Design System consistency with feature-specific needs.
• Designing for internal workflows where users, rules, and permissions can vary.

What I learned

This project confirmed something I already suspected about enterprise UX: the real skill is understanding the business logic deeply enough to make it usable and buildable.

• I learned to move faster through complex enterprise contexts without skipping UX rigor.
• I improved how I validate solutions with functional users and technical teams.
• AI works as an exploration partner when UX judgment stays at the center.
• Design Systems are most valuable when they support consistency without blocking product logic.

What leaders said about my work