Information Architecture Redesign
Redesigning navigation and information architecture to support growth, flexibility, and clarity across the
product. Win-Loss is a platform that helps companies uncover why they win and lose deals through interview analysis, tagging, and custom insights.
Win-Loss Research
Cross-functional stakeholders
Why.
As Klue’s Win-Loss platform evolved, the original information architecture started holding the product back. Users frequently got lost navigating the app. Some pages led to dead-ends, others felt disconnected, and there was no search to help orient them. FullStory sessions revealed users dropping off when they couldn’t find what they needed. These issues directly impacted adoption and limited how teams could scale the platform.
Internally, the structure made it difficult to build or extend features in a sustainable way. During roadmap planning with our product triad, I pushed for a navigation and IA redesign as a foundational step to deliver on the platform’s future direction. The current architecture couldn’t support the growing complexity of use cases, especially with different personas needing to view and interact with insights in distinct ways. We needed a flexible, scalable framework to power the next stage of the product.
What.
The redesigned information architecture was a complete rethinking of how Win-Loss content was structured, discovered, and explored. I proposed a flexible object-based model, introducing clearer conceptual groupings like Programs, Opportunities, Pages, and Reports, so users could view insights from multiple angles based on their goals and mental models. To ensure the solution was user-centric, the process involved multiple iterations, user discovery calls, and Maze card-sorting exercises to validate the new structure.
We added global search, created a more consistent navigation system, and reorganized the platform to avoid dead-ends and disconnected pages. While the ideal vision called for a full redesign, we made intentional trade-offs to support technical dependencies, including legacy content powered by third-party tools like Dovetail, which limited styling and interaction. Based on user feedback, we simplified and consolidated certain sections to ensure the experience remained cohesive within those constraints.
The result: users could now find everything related to a specific opportunity in one place: no more jumping across tabs or hunting for scattered data. This was a huge step forward in supporting the core job-to-be-done.
Impact.
The redesigned IA made an immediate impact. Adoption improved, users spent more time exploring the platform, and session recordings showed deeper engagement where users had previously bounced, they now clicked through and interacted with content. The new structure made it easier to discover related insights and follow an opportunity through its full lifecycle, which was key to delivering value.
For me, this project reinforced the importance of leading with clarity in complex, cross-functional work. As the sole designer, I owned the vision while actively involving the broader team: facilitating feedback loops, navigating trade-offs, and building alignment across disciplines. This was no glamorous task and at times, it felt like there was no clear solution in sight, but with the right approach, it all came together.