The engagement page in an enterprise mentoring platform hadn't been meaningfully updated since 2010. It used a tab-based layout to separate posts, tasks, documents, kudos, and other activity types.

Users were starting to expect that kind of content in a single, scrollable feed.

The client brief was direct: increase use of the engagement page and make it more interactive. The underlying issue was that the tab structure forced users to switch context to find related content, and the navigation no longer matched how people thought about social and collaborative interfaces.

Existing usage metrics from the product team showed low engagement with the page. The data was handed off rather than gathered firsthand.

I was working as part of a two-person sprint team (PM and engineer) with limited access to users directly.

Auditing the interface made the core problem clear. The tabs looked dated, and they were the wrong structure for the job.

Content that belonged together — a task tied to a document, kudos connected to a project milestone — sat in separate silos with no way to surface the relationship. The navigation created friction precisely where the product needed people to stay.

I used Facebook, LinkedIn, and Twitter as reference points. People already know how to scan a timeline feed.

The design question was how to adapt those patterns for enterprise content types that don't exist on social platforms: tasks, document reviews, polls, and structured kudos.

The solution was a standardized block system. Every piece of content, regardless of type, shared the same structure: a header with context, a content area, and a reply section.

A type identifier in the top-right corner let users orient quickly without breaking the unified flow. The wrapper at the top gave users a clear point of entry for creating new content.

The sprint produced high-fidelity designs across all seven block types with a phased rollout plan: an MVP set for immediate development, and later versions for secondary block types. Phasing decisions were made by the PM and engineering lead. My role was design and presentation.

The design direction was approved and handed off with a phased implementation plan across multiple development sprints. The project contract ended before the build was completed, so there are no shipped metrics to report.

This was an early-career project. I had limited research access and little say in process decisions.

What I took from it: a clear mental model for modular block systems, and a sharper instinct for when patterns from an adjacent domain can be borrowed responsibly instead of reinvented.