Chevin Fleet Solutions / Enterprise fleet management

A mature platform made fit for motion.

A six-week redesign of a complex fleet-management product, followed by progressive front-end modernisation across its large legacy codebase.

Inspect the redesign
01 Audit the surface Product and front-end constraints
02 Define the language Coherent patterns within the existing product
03 Deliver the launch Visible FleetWave 2.0 redesign in six weeks
04 Modernise the foundation Progressive HTML and CSS improvement
Client
Chevin Fleet Solutions
Launch window
6 weeks
Role
Senior Product Designer, UX/UI Designer & Front-end Developer
Delivery
Product redesign, interaction design and front-end modernisation

Delivered interface evidence

The operational picture, reorganised.

Fleet teams needed dense operational information to remain visible without the interface feeling fragmented. The redesign created a consistent structure for dashboards, reports and live status.

Redesigned FleetWave analytics dashboards showing fleet reports, vehicle status and operational alerts.
FIG 01 FleetWave 2.0 dashboard evidence across reporting, vehicle status and operational activity.

Product constraint

The product worked. Its interface no longer did.

FleetWave was a capable enterprise platform, but its desktop-era interface, inconsistent markup and limited reusable styling hooks made the product harder to navigate and slower to improve.

The business also needed a visible redesign for FleetWave 2.0. The work had to create immediate change without pretending a mature operational product could be safely rewritten in one release.

01 High information density Operational data had to remain useful at a glance.
02 Legacy application structure Visual improvement had to respect existing functionality.
03 Fixed launch pressure The first transformation had to ship within six weeks.

Interface architecture

One overview. Several operational decisions.

The interface language created repeatable relationships between navigation, summaries, trends, status and exception handling.

FleetWave enterprise fleet-management interface architecture A technical interface drawing showing navigation, fleet overview, vehicle status, recent journeys and operational alerts. PRIMARY NAVIGATION FLEET STATUS OPERATIONS OVERVIEW JOURNEYS + ALERTS FLEET OVERVIEW VEHICLES DRIVERS SERVICE ALERTS FLEET UTILISATION LIVE VEHICLE STATUS RECENT JOURNEYS ACTIVE ALERTS
Product redesign: UX analysis → interface architecture → interaction design → visual system → front-end implementation.
6 weeks from audit to visible launch redesign

Launch window

Immediate change, without an unrealistic rewrite.

  1. 01
    Inspect

    Audit the application, interface patterns and front-end constraints.

  2. 02
    Establish

    Create a coherent visual and interaction language that can fit the existing product.

  3. 03
    Apply

    Deliver the FleetWave 2.0 redesign while protecting working functionality.

Design decisions

What made the change deliverable.

  1. 01 Separate launch from modernisation

    Deliver the visible transformation first, then continue the deeper codebase work as a controlled programme.

  2. 02 Design within real constraints

    Work with the existing application instead of proposing a rewrite that would place functionality and delivery at risk.

  3. 03 Make every screen reusable

    Create repeatable patterns so each improved area strengthens the wider product rather than becoming another isolated treatment.

After the launch

The visual redesign became a front-end foundation.

Launch layer Coherent product language

Navigation, dashboard structures, data presentation and interaction patterns were brought into one recognisable system.

Foundation layer Progressive code modernisation

Deprecated markup was replaced with standards-led HTML and the CSS architecture gained maintainable, reusable styling hooks.

Evidence boundary

Delivered in six weeks. Improvement reported without invented precision.

The redesigned interface launched within six weeks. Positive customer feedback and improved survey scores were reported internally, but the available source does not provide percentages or independently verified metrics.

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