- Case Study
- Complex Systems
- Design Systems
- IoT Platforms
- Product Design
Redesigning LITEKIT
A UX overhaul of a legacy B2B IoT lighting platform.
- Company
- Tridonic, part of Zumtobel Group
- Product
- LITEKIT – Lighting Management System (B2B, IoT)
- Market
- Professional lighting industry, Europe-wide
TL;DR
A complete UX overhaul of a legacy B2B IoT platform in the lighting industry. Although not implemented due to architectural constraints, the work established a new UX culture, improved stakeholder alignment, and generated reusable design assets that impacted future product planning.
Context
LITEKIT is Tridonic’s flagship software, managing lighting installations across commercial buildings. Launched in 2014, it expanded reactively to customer requests, becoming a cluttered, inconsistent, and fragile product with limited scalability.
When I joined in 2019 as the sole UX designer, I initiated a full UX audit and redesign effort to address structural usability issues and realign the product with user and business goals.
The problem
A mission-critical tool with no UX direction
LITEKIT was developed without a cohesive UX vision. Each feature was a response to a specific client, resulting in:
- Confusing navigation and task flows
- Inconsistent UI patterns
- Unclear feedback and error states
- Technical limitations that hindered scalability
The result: a mission-critical tool that was hard to use, harder to maintain, and risky to scale.
My role
- Initiated and led the redesign strategy
- Led a small UX team (2 designers)
- Conducted user research, heuristic analysis, IA, wireframes, and testing
- Acted as the bridge between users, tech, and business
Process & key contributions
01Heuristic evaluation
Using Nielsen Norman’s principles, I identified core usability failures. Key insights:
- Inadequate feedback during critical actions
- Multiple inconsistent interaction patterns
- High error cost in live environments (e.g. turning off lights in office zones)
These insights aligned dev teams around a shared understanding of UX debt.
02Product mapping
We built a comprehensive view of the system:
- Flow maps and feature breakdowns
- Cross-role dependencies and pain points
- Technical limitations and constraints
This enabled clearer roadmap planning and better stakeholder discussions.
03User research
I interviewed 6 users across 3 key roles:
- End users: office staff using basic functions
- Commissioners: experienced technicians installing devices
- Facility managers: responsible for energy optimization and maintenance
- “Planning takes too long”
- “Installation testing is inefficient”
- “UX is the biggest blocker in adoption”
04Competitive benchmarking
I audited competitors’ platforms to identify UX patterns, positioning opportunities, and low-hanging usability wins. This gave our direction credibility with stakeholders.
05Information architecture redesign
We restructured the app’s navigation:
- Grouped features logically by workflow
- Reduced visual clutter
- Prioritized high-frequency actions
06Wireframes & testing
We designed and validated:
- Map-based interface for spatial device management
- Bulk commissioning workflows
- Drag-and-drop for custom layouts
Testing with real users (technicians in-office) ensured alignment with actual field needs.
07Final stakeholder review
We packaged the findings into a full proposal and presented them to product owners and tech leads:
- Research-backed prioritization
- Tested solutions
- Strategic UX debt mapping
ResultStrong endorsement of the UX approach. But implementation was blocked due to architecture limits (15-controller cap).
Outcomes & impact
Even without a rollout, the redesign achieved:
- A shared language for UX between teams
- Tools and artefacts reused in other products
- Sparked roadmap shifts towards incremental UX improvements
This wasn’t just a redesign; it was a cultural reset for how product, design, and engineering collaborate.
Final reflection
Not all UX work leads to a launch. But with the right framing, research, and storytelling, it creates internal alignment and product maturity that pays off long after the project ends.
Good design is not just what ships – it’s what transforms how teams think.