FedEx · Parcel Management
Principal UX Design Lead on FedEx Parcel Management's Charge Slip system — restoring revenue tracking and replacing error-prone paper workflows with a scalable digital product. [Expand with outcome + your role once the full narrative is locked.]
A high-volume parcel operation relied on a fragmented, manual charge slip process to calculate handling and storage fees.
As volume scaled across 100+ locations, the system couldn't keep up, and gaps in the workflow let items skip fee assignment entirely.
Staff and managers felt it daily, in lost time and lost revenue, and by the time I joined, the leakage had grown too large to ignore.
I partnered with FedEx's teams to redesign the workflow end to end, closing the gaps that let revenue slip through and replacing a manual, error-prone process with one built for accuracy and speed.
The Charge Slip Generator was central to that shift, but it was one part of a broader effort across dashboards, inventory views, and daily operations.
This project needed to close a revenue leak, standardize a fragmented process across 100+ locations, and give staff a workflow that could actually keep pace with volume, without slowing them down in the process.
Ensure every item on a charge slip received a valid fee before it could be finalized.
Bring 100+ locations onto one consistent, enforced workflow instead of fragmented manual processes.
Support 2M+ packages a year without the system breaking down under load.
Replace error-prone manual fee tracking with an automated, validated process.
Chapter 01
Parcel is unique to FedEx, operating inside hotels and convention centers
Before redesigning anything, I spent time on-site at one of FedEx's busiest hotel and convention locations, watching how staff actually processed packages, not how the process was documented to work. I talked to the people doing the job daily: front-line staff handling charge slips, and the managers accountable for the revenue those slips were supposed to capture. What I found reframed the brief entirely, this wasn't a UI problem, it was a workflow enforcement problem.
The real friction wasn't in any one screen, it was in the gaps between steps, where paper inventory, post its and memory were doing the heavy lifting.
Storage fees existed as a business rule, but nowhere in the current tools did staff actually see or apply them consistently, they were being missed, not ignored.
The manual, paper-based process worked at a small scale. Across 100+ locations processing 2M+ packages a year, it simply couldn't keep pace, errors compounded with volume.
No two locations operated identically. Any fix that assumed a single consistent environment would fail the moment it hit the field.
Chapter 02
Turning what we learned into clear priorities and opportunities.
I used the Dashboard as an early, low-risk win to test the end-to-end approach in practice.
Shipping something tangible early built trust with stakeholders and management, showing that what we were planning wasn't just visually appealing, but a genuine benefit to the warehouse's day-to-day workflow.
Those early wins gave us the runway to properly study the fundamentals of the design system and production needs.
Through hours of stakeholder interviews and specialized staff sessions, we gave the people actually working the line a real voice, letting them vote on and articulate what would genuinely help their day-to-day production.
This input became the foundation to map out the workflow and touchpoints to best build a clear plan and a prioritized roadmap.
Dashboard Before
Dashboard After
I traced a package's full journey, from drop-off through handling to final fee assignment, surfacing exactly where staff relied on paper, memory, and workarounds instead of a system built to guide them.
The site map was created to get a clear handle on where actionable controls existed across the system and how users moved through their workflows.
Building the Charge Slip Generator surfaced a number of hurdles across different users and workflows. Mapping those users helped us identify where the system needed support—creating stopgaps and surfacing the right information at the right moment.
During stakeholder workshops, we brought together the features and opportunities we had identified and collectively mapped their priority. This exercise created alignment across teams and helped us make clear decisions about what to pursue, what to defer, and where to focus next.
As we developed recommendations for system updates, it was important to make our thinking clear and easy for stakeholders and ambassadors to understand. Presentations gave us a way to build alignment, gather feedback, and get meaningful sign-off before moving into detailed design and development.
I built presentation decks throughout the project to share findings, highlight updates, communicate timelines, and introduce future initiatives at key milestones.
Chapter 03
A new workflow for creating, tracking, and billing charge slips replaced a largely manual process. By giving teams a structured way to itemize orders, assign charges, and finalize billing, the system helped capture revenue that was previously being lost.
The big win: turning an overlooked manual process into a scalable revenue-generating workflow.
A step-by-step history of each package gave managers and support teams a much clearer view of what happened, when it happened, and who handled it.
This made it easier to troubleshoot customer issues, compare timelines, and trace packages when something went wrong.
Quick Quote allowed sales teams to search and price items without building a complete order. This made it easier to compare collection, delivery, and service options and quickly communicate pricing to customers.
The goal: make pricing exploration fast enough to happen during the customer conversation.
We replaced an informal system of Post-its and paper notes with a shared notes component built directly into the parcel workflow.
Team members could leave instructions, context, and updates that followed the item as it moved through the operation.
The redesigned dashboard brought frequently used actions and operational information closer to the surface.
Shortcuts reduced unnecessary navigation, clearer calls to action made reporting easier, and queue and inventory information gave managers a better view of how work was moving through the system throughout the day.
We replaced an informal system of Post-its and paper notes with a shared notes component built directly into the parcel workflow.
Team members could leave instructions, context, and updates that followed the item as it moved through the operation.
Chapter 04
What changed because this work existed?
The work created a clearer path to revenue that had been slipping through the cracks, while giving leadership better visibility into how the operation was performing.
Shaped by stakeholder input and real field conditions, the system helped teams communicate, locate packages, and prepare orders with more accuracy day to day.
Chapter 05
The most important design problem wasn't the interface. It was the system around it.
The best solutions came from understanding how work actually happened in the field. Watching people use the system—and listening to where the process broke down—was often more valuable than designing another screen.
Stakeholder workshops, mapping exercises, and presentations weren't just ways to communicate the work. They helped us make decisions, surface constraints, and build something the people responsible for the operation could actually support.
Not every meaningful improvement was a major new feature. A shortcut, a clearer call to action, better visibility, or replacing a Post-it could remove friction from a workflow used thousands of times.
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