Pampa

Pampa is a company dedicated to producing customized school, sports, and corporate apparel. Their entire operational workflow was paper-based, leading to errors, delays, and a complete lack of traceability. I led the end-to-end redesign of their digital ecosystem, creating a unified experience for both end users—who can design their own garments—and the internal teams managing orders, production, and inventory.

The problem

The business faced several critical challenges:

– Lack of centralized records: all information was managed on paper or through scattered messages.
– No way to understand the real status of each order: multiple teams were involved in different stages without a unified view.
– Inefficiency in estimating, approving, and producing orders.
– Operational chaos due to the lack of inventory control and material forecasting.
– End customers had no clear way to visualize or submit their customized garment designs.
– All of this affected production times, service quality, and the company’s ability to scale.

The solution

– I created a custom garment generator that allows each user to design their apparel in real time.
– Customers can submit their final design for approval directly through the website.
– A guided flow that reduces confusion, minimizes errors, and speeds up order submission.

What was the results?

The digital garment generator was a turning point for customers. They no longer rely on message-based explanations or ambiguous interpretations; now, they can visualize their design, customize it, and submit it for approval through a clear and efficient flow. This reduced errors, accelerated requests, and significantly enhanced the perceived professionalism of the brand.

Internally, the company gained speed, organization, and the ability to anticipate its needs. The inventory system made it possible to forecast required materials based on upcoming orders, optimizing purchasing and preventing unexpected shortages. Additionally, the centralized management of quotes and approvals significantly reduced the time between an incoming lead and a confirmed order.

View documentation

Year

Client

Pampa

Discipline

UX / UI

Documentation

Context

Pampa was going through a stage of growth in which demand far exceeded the company’s operational capacity. Although they had a steady flow of orders from schools, sports teams, and corporate clients, their internal organization was not prepared to sustain that volume. Their processes were still manual, scattered across notebooks, loose spreadsheets, and WhatsApp messages—creating disorder, errors, and delays that affected the end customer and caused significant strain on the team.

In this context, my role was to guide the company through a comprehensive transformation process—deeply understanding how they worked, the decisions they made every day, and the real pain points that hindered their operations. The project became not just a digital redesign, but an opportunity to rethink their processes, reorganize responsibilities, and provide tools that would truly support their growth.

Strategy and implemented solutions

The first step was to understand in detail how the business operated from the inside. I spoke with each team, identified bottlenecks, and mapped the entire workflow—from the moment a customer requested a quote to the moment the finished garment was delivered. This analysis was essential for defining a strategy that respected the company’s real operational dynamics while modernizing every stage of the process.

With that understanding, I designed a digital ecosystem divided into two fronts: one focused on the end customer and another dedicated entirely to internal operations. For users, I created a visual garment generator that allowed them to customize colors, prints, and details—reducing their reliance on verbal explanations and preventing interpretation errors.
For the internal team, I developed an administrative dashboard that unified the entire workflow: lead management, quote creation, order tracking, task assignment for each department, and real-time and projected inventory control. Every area gained a clear view of its responsibilities, with statuses, priorities, and reminders that eliminated the previous chaos. The strategy was always focused on simplifying, organizing, and bringing full visibility to the operation.

Impact, results, and lessons learned

The digital transformation had an immediate impact. Pampa went from operating in uncertainty to having a system that provides real-time visibility into what is being produced, which materials are needed, and which orders are nearing delivery. Productivity increased, teams began working in a more coordinated way, and customers noticed a far more professional and efficient experience.

The project delivered key learnings: the importance of listening to and observing how a company truly operates before proposing solutions, the need to adapt technology to the process—rather than forcing the process to fit the technology—and the value of creating tools that solve real problems for real people. The combination of an improved customer experience and a well-organized internal operation not only resolved existing challenges but also prepared Pampa to grow without repeating the mistakes of the past.

Pampa

The problem

The solution

What was the results?

📖 Project

Results

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