Store Health Dashboard for a Global Sports Retailer

Shipped dashboards for 100+ stores in India and designed a global benchmarking tool.

Name of client blurred out due to NDA restrictions

Project Details

Company: Promantia Business Solutions | Team: Client, 2 Project Managers, 3 Developers

Role: Sole UX Designer (End-to-end Leadership) | Timeline: Dec 2023 (4 weeks)

Tools: Figma, Client's ERP System

The Challenge

This sporting goods retailer wanted to keep track of maintenance incidents that occur across their 100+ stores, but information was scattered.

This retailer's zonal managers are responsible for monitoring the health and maintenance of over 100 retail stores. While the organization collected a large volume of data, it lived across four separate reports, each with its own structure, terminology, and interface.

Managers were forced to:

  • Toggle between multiple dashboards

  • Manually cross-reference KPIs

  • Interpret raw data under time pressure

As a result, identifying which stores required immediate attention was slow, error-prone, and mentally exhausting.

The core issue wasn’t lack of data—it was lack of clarity.

How might we transform scattered operational data into a single source of truth allowing zonal managers to quickly identify risk and make informed decisions at scale?

The Value I Delivered

I designed & deployed a centralized dashboard that transformed data overload into actionable clarity.

Consolidated 4 disconnected reports into one unified KPI dashboard used across India

For the system

Enabled faster operational decisions and reduced reliance on manual data interpretation

For the business

80% faster store performance reviews with instant visibility into high-risk stores

For the users

The Solution

Search stores or groups of stores across the country to gauge store “health” for those regions.

View the overall health of store and hover over charts to learn more.

Click on cards to get an expanded view with further details.

Overall Outcome:

• Deployed across 100+ stores

• 80% reduction in review time

• Unified data visualization for operational decisions

The Deep Dive

Here’s how I hatched the solution

Framing the Challenge

Managers manually reviewed 5 separate reports (10+ metrics each) to determine store risk, a slow and inefficient process.

I began by exploring the company's internal ERP tool, uncovering five separate pages and dozens of disconnected metrics. I mapped the relationships between these reports to identify the core KPIs that truly determined store "health."

Blurred due to NDA restrictions

I led meetings with project managers and developers to define the technical constraints of the project. I advocated for an "Aggregated Score" model, ensuring that our visual solution was grounded in the data reality of the engineering team.

Understanding the Users

“We just want to see which stores need attention fast.”

During a site visit to the company's head office in India, I had the chance to observe zonal managers in their natural environment. Observing them manually cross-reference reports and toggling between screens made me understand their pain points.


•During client conversations, one phrase kept coming up:

“We just want to see which stores need attention — fast.”


That line reframed the problem: from “visualizing all data” to “surfacing what needs action.” This shift inspired the dashboard’s focus on prioritized summaries with expandable detail layers.

Ideation & Gauge Evaluation

Considering best data visualization practices and client requirements, I settled on the Gauge Meter for the main visualization.

I explored multiple ways to visualize "Health" and the component metrics. Weighing pros and cons, looking at "chart junk" and basically how easily it reads to the user, I iterated on various kinds of visualizations seeking feedback from the team and the client to ensure it aligned with their vision.

While a line graph seemed suitable, users found it difficult to interpret at a glance. Instead, they preferred stacked bar charts, which provided a clearer and more accessible overview of the three categories.

I explored multiple ways to visualize "Health." Through 5 iterations, I settled on the Gauge Meter concept, testing it with stakeholders to ensure it was the most intuitive focal point for the dashboard.

Wireframe to Hi-Fi Transition

I led the design of Hi-Fi prototypes with the team's decisions getting it ready for feedback.

To ensure consistency, I crafted a library of reusable components—buttons, charts, and status indicators—that aligned with Decathlon’s brand while remaining easy for developers to implement quickly.

Once all the stakeholders agreed to the visualizations, I led the translation of our KPI mapping into interactive prototypes. I focused on a Progressive Disclosure model, keeping the main dashboard clean while allowing for "one-click" deep dives into metadata.

Because design and engineering ran in parallel, I facilitated weekly stand-ups to negotiate feature feasibility. This ensured that our 4-week timeline was met without sacrificing the integrity of the user experience.

After final feedback loops with client managers, the dashboard was validated and officially deployed across 100+ stores. The final result wasn't just a new UI—it was a new, 80% faster workflow for the entire organization.

You can interact with the prototype below.

Reflection

The main challenge for me was the tight deadline—we had just two weeks to deliver the initial designs, which limited my ability to conduct thorough usability testing. I would have loved to gain insights from actual end users of the app rather than relying solely on feedback from managerial stakeholders (although to some extent, our client in contact was potentially a user themselves).


This project was my first major client engagement, and I found it eye-opening to see how thorough background research can directly inform and improve design decisions. It was also the first time I collaborated closely with developers, balancing technical feasibility with design goals to determine what we could realistically deliver to the client. Finding that balance was a valuable learning experience for me.