Connecting storage, billing and delivery
I led product workflows for a shared warehouse service, linking each customer's space, stock, and bill across client, admin, and warehouse experiences.
My role
Product Lead
Owned
Workflows, interface rules and backlog
Team
Four engineers and the founder
Scope
Four months · 2024
Outcome
Delivered client and admin workflows and a mobile warehouse concept around one shared order record. The rack-pricing model showed up to 3× potential revenue per m²; it was not built, and actual revenue is unknown.
Project: November 2023–August 2025. This case covers four months of storage work in 2024. Client and admin workflows were delivered; the warehouse mobile experience remained a design concept.
The problem
Spreadsheets and handwritten logs left storage, billing, and delivery without one shared order record.
My responsibility
Map workflows, define grid and billing rules, set the design language, and own the product backlog.
3 Applications for 3 main user role groups
Client requests
Admin confirms
Warehouse verifies
Shared order record
Workflows
I mapped the people, responsibilities, and handoffs across the service before defining the product workflows.
01 | Ecosystem
Ecosystem
Connecting people, places and systems
Jayga
System
Places orders
Tracks Inventory
Requests Delivery
Customer
SMEs
Receives storage
Picks and packs
Updates inventory
Warehouse
Team
Picks and delivers
Tracking updates
Optimization
Rack implementation
Logistics partners
Storage
Grids
Billing and invoicing
Storage Types
Payments
Manages operations
Confirms Request
Handles exceptions
Admin
Team
Ecosystem mapping and rich picture
Client
Admin
Warehouse
Team
System
Logistics
Partner
Creates
request
Confirms
details
Receives
items
Initiates
request
Approves
retrieval
Assigns
grids
Stores
in grid
Starts
Billing
Pickup
Picks
item
Tracks
delivery
Delivery
1
2
3
4
5
6
7
8
Book
Receive
Entry
Assign
Store
Monitor
Retrieve
Deliver
Service journey
Using Grids to connect stock and billing
A grid represents rented space, the location assigned to an item, and the basis for billing. One item can be split across multiple grids.
01 | Grid
Warehouse and grid
A single warehouse was divided into grids. Each grid was assigned to a customer.
1
Map grids
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
50 m²
2
Place items and bill
Occupied by User 1
Occupied by User 2
Billed = User occupied space x per grid price
Grid assignment
Batch assignment did not fit uneven or partly filled spaces. I kept quantity splits on one item card and used individual grid confirmations. The trade-off was more confirmations, with each placement visible before the next.
The Assigned tag tracks placed units while the backend occupancy count catches up.
Delivery verification and billing
The client requests a delivery. The admin selects the items, quantities and source grids. In the mobile concept, warehouse staff check the physical count before the order record changes. When they confirm a grid is empty, the client stops paying for that space. The admin reviews the generated invoice.
Flowchart for the entire verification method
Admin selects items and source
Warehouse staff confirm physical counts
Admin reviews the generated invoice.
Results
Field research highlighted unused rack space. I proposed pricing each rack level separately.
Surveys and qualitative research helped narrow the customer focus, helping us land our first client UNDP (NGO). Survey responses on price, distance, security, and retrieval also informed this choice.
~3×
Projected revenue per m²
Rack levels let us stack goods vertically, reducing occupied floor space and making better use of storage capacity.
Cost demand matrix: Focused GTM plans were on NGOs
and mining companies
Collaboration
I owned product strategy, the roadmap, and the backlog. I combined lean prioritisation with agile sprints as scope expanded. Interfaces were used as source of truth and collaboration. Logic and workflow first, build and iterate
01 | Management
Management style
Interfaces were used as source of truth and collaboration.
Logic and workflow first, build and iterate
Develop
Talks to customer
Product vision
Make final decisions
Founder
Map workflows
Produce wireframes
Set design language
Owns product backlog
Product Lead
Develop
Manage
Collaborate to
define workflow
Senior Engineer
Collaborate
Roadmap
Motivate
Dev Team
Lean-Agile management style reduced development time
compared to traditional style
by ~40%
Sprints
Notion and Trello kept engineers aligned on deliverables and sprints. We met once or twice weekly, depending on progress and need.
Adapt as scope expands
I prioritised work that unblocked engineering and adjusted the roadmap as requirements evolved.
Interfaces as the source of truth
Flows and screens captured business rules, responsibilities, and edge cases. They gave the team a shared reference.
Next project · Orderific