Washmen

Laundry-Tech

Washmen is a Dubai-based laundry-tech company operating three service lines: Washmen (laundry), The Finery (luxury garment care), and Shoe & Bag Care. Customers order, track, and manage their laundry and garment care entirely through the Washmen app, across a multi-service, multi-brand experience.

I lead product design for the Washmen customer app end to end. My role spans the full lifecycle: defining the problem, mapping current-state behaviour, writing the specifications, designing the experience, and seeing it through build and release across all three service lines.

The scope of the role has grown considerably over time. It began with designing and improving core customer flows, and evolved into owning the entire customer experience and, increasingly, building it. As Washmen moved core flows onto an AI-assisted build environment, I took on the frontend build directly, designing all component logic and shipping production-ready experiences rather than handing off mockups alone. Today the role sits across the whole arc, from discovery and specification through design, build, and validation.

Below are selected projects from my time at Washmen, including WF+ and the Shoe & Bag Care Approval Flow.

Wash & Fold+

Feature Design - Wash & Fold Upsell

Background

Wash & Fold is one of Washmen's highest-volume services, priced and operated for scale. Some customers want more than a standard wash-and-fold finish for certain items, a proper press and a hanger, without moving their entire order into a different, more expensive service line. WF+ was created to serve that need directly inside the existing flow.

Problem

WF+ is a Washmen upsell that lets customers upgrade eligible Wash & Fold items to be pressed and hung, rather than simply washed and folded. It gives customers a more premium finish for the pieces they care about, offered at the natural decision point in the order flow.

For this case study, I focus on how the upsell was introduced into the ordering experience: how it surfaces, how customers select which items to upgrade, and how the commitment is confirmed.

Customers had a binary choice: standard Wash & Fold, or a separate premium service. There was no way to lift a few specific items to a pressed-and-hung finish within a Wash & Fold order. That left value on the table for Washmen and a gap for customers who wanted a better finish on select pieces without upgrading everything.

The design challenge was to introduce this option without complicating the core Wash & Fold flow, which depends on being fast and simple. The upsell had to feel like a natural, optional enhancement at the right moment, not an interruption or an added burden on a high-volume path.

Role:

I assumed the following roles for this project:
- Lead Product Designer
- User Experience Design (UX)
- User Interface Design (UI)

Deliverables:

UX Design:
- Business objectives
- Requirements gathering
- UX flows
- Use cases and edge cases
- Interaction logic

UI Design:
- High-fidelity mockups
- Component design within the Washmen design system

Delivery:
- User stories (Given/When/Then)
- QA validation in TestFlight

Project Specifications:

Platform:
Washmen customer app

Tools:
- Figma

Process:
- Traditional agile, design to engineer handoff

  • Wash & Fold Entry

  • WF+ Details

  • Preferences Selected

  • T&C Gate

  • Preferences Saved

Designing the Flow

I began by mapping the full experience in design, every screen, state, and transition, so the team could see exactly how WF+ behaved from the moment it surfaced to final confirmation. The goal was that the intended flow was fully legible from the designs, not left to interpretation during the build.

The core decisions were:

  • Surfacing the upsell contextually. WF+ appears during service selection, against eligible items, where the customer is already deciding how their order should be handled. Placing it here means the option arrives at the moment the decision naturally happens rather than as a separate step.

  • Making the upgrade clear at the point of choice. [Two to three sentences from your actual design: how did you present pressed-and-hung vs. standard so the difference and value were obvious? Item-level selection, wording, visual treatment, etc.]

  • Handling the terms-and-conditions gate. When a customer first commits to WF+, a terms-and-conditions gate is triggered. I designed this so the commitment is explicit and the terms are surfaced clearly, without stalling the momentum of the order flow.

From Design to Shipped

Because WF+ followed a traditional agile cycle, preserving design intent through implementation was central. On top of the mapped designs, I wrote detailed user stories in Given/When/Then format so the behaviour of each state, including edge cases, was written down and unambiguous. The designs showed how it looked and flowed; the stories pinned down exactly how each state should behave. Together they gave engineering and QA the same source of truth I designed against.

I stayed close through the build, reviewing implementation against the designs and stories and working through trade-offs with engineers directly where something needed to change. Before release, I QA'd the build in TestFlight, walking the flows and states against the designs and user stories to confirm everything behaved as intended and catching any drift before it reached customers.

SHOE & BAG CARE APPROVAL FLOW

Feature Design - Standardizing the Approval process

Background

Shoe & Bag Care is a high-touch service. Items arrive in varying conditions, the right treatment differs from piece to piece, and pricing depends on what each item actually needs. Before a standardized flow existed, the process of assessing items, communicating recommended services and cost to the customer, and getting their go-ahead was handled inconsistently, which created friction for the operations team, the CX team, and the customer alike.

Problem

The Shoe & Bag Care approval flow lets customers review and approve the recommended services and pricing for their items before work begins. It is triggered after the facility assesses each item, and lets the customer approve on a per-item basis, so they stay in control of exactly what happens to each piece.

There was no standardized way to move from "items assessed" to "customer approved, begin work." The facility team, the CX team, and the customer were working without a shared, consistent structure for what services were recommended, what they cost, and how approval was captured. That inconsistency slowed the operation down and left customers without a clear, confident way to understand and approve what would happen to their items.

Role:

I assumed the following roles for this project:
- Lead Product Designer
- User Experience Design (UX)
- User Interface Design (UI)

Deliverables:

UX Design:
- Facility and stakeholder research
- Pain-point analysis
- UX flows
- Use cases and edge cases

UI Design:
- High-fidelity mockups
- Component design within the Washmen design system

Delivery:
- User stories (Given/When/Then)
- QA validation in TestFlight

Project Specifications:

Platform:
Washmen customer app

Tools:
- Figma

Process:
- Traditional agile, design to engineer handoff

The Research

This project was research-led. To design a flow that worked for everyone it touched, I gathered input across three perspectives:

  • The facility team. I visited the facility multiple times to understand first-hand how the team processes shoes, from intake through treatment. I mapped their workflow and pain points to understand where the process slowed down and how a better approval structure could streamline it and speed things up.

  • The customer. I focused on what information would genuinely help customers make a decision about their items, so the approval step made their experience easier rather than adding a hurdle. The goal was to surface exactly what they needed to understand and approve, and nothing that got in the way.

  • The CX team. I spoke with CX to understand how they relay service information to customers to begin processing items, and critically, how they manage pricing and keep it consistent. Their input was essential to designing a flow that held pricing consistency by design rather than relying on manual communication.

Bringing these three perspectives together is what allowed the approval flow to be standardized: one structure that served the operation's need for speed, the customer's need for clarity, and CX's need for pricing consistency.

Designing the Flow

The flow begins once the facility has assessed the customer's items and identified the recommended services for each one. The customer then reviews their items and approves per item, so they stay in control of each piece rather than facing an all-or-nothing decision on the whole order. Once items are approved, they move into processing. Designing it this way kept the experience transparent for the customer while giving the facility a clear, standardized signal to begin work.