Enterprise · Infragistics · Goals and OKRs

Slingshot OKRs

Slingshot is a productivity platform at Infragistics. I owned the design of its Goals and OKRs experience: the end-to-end product design and onboarding for executives and distributed teams.

Role: Sr UX Designer · Lead Designer
Year: 2025
Type: B2B · Task management · Enterprise
Tools: Figma

How the OKR model works:

Objectives and key results

Progress rolls up from the key results to the objective. Check one to see the objective move.

Try it. Tick the key results below.

Objective

Grow our inbound marketing pipeline

1 of 3 key results done · 33%

Key results Increase website sign-ups by 30% Grow the newsletter to 10,000 subscribers Reach 50 qualified demo requests a month

Context

Slingshot is a task management platform. Leadership wanted to add a strategic layer on top of it, connecting day-to-day task tracking to what the company was actually trying to achieve, so they brought in Goals and OKRs: an area clear enough for executives skimming progress and precise enough for the people doing the work.

The Cascade view: a table of company goals (‘Increase product adoption’, ‘Drive $4M in Sales’, ‘Close 16,020 new seats this year’…), each with an owner, team, cycle, a progress bar aggregated from its sub-items, and a status like On Track or Achieved. — Company goals, cascaded: the executive-level view of where everything stands.

My role

I took ownership of the Goals and OKRs platform and managed the end-to-end product design and onboarding experience. I worked from research: interviews with managers and directors at companies using Slingshot, which I used to define requirements alongside the product manager and the team. Partnering directly with the CEO, I translated executive vision into a specialized experience that evolved the design system while maintaining strict architectural consistency, managing the conversations, planning, and feature prioritization along the way.

The challenge

OKRs are simple to explain and hard to make usable: nested objectives and key results, progress that rolls up, and different needs for executives versus contributors. The onboarding had to get a first goal created without a training session.

The Strategies view: a canvas linking company strategy to its cascaded objectives, with connector lines showing how ‘Drive $4M in Sales’ rolls up into goals like ‘Close 16,020 new seats this year’ and ‘Deliver quality leads with a minimum close rate’. — How goals nest and connect: strategy at the centre, cascaded objectives branching off it.

What I did

I designed the objective and key-result structure, the progress roll-up, and an onboarding flow that guided a new team to their first OKR. I extended the design system to cover the new patterns without breaking consistency with the rest of Slingshot.

A key result’s detail panel: ‘Deliver 1,456 quality leads/month’, its owner, team, cycle, and status, a progress chart tracking the metric toward its target over three months, and a check-ins thread where the owner posts weekly updates. — A key result up close: progress tracked as a real metric, with check-ins as the update cadence.

Outcome & reflection

Turned a high-level vision from the CEO into a concrete feature, goals, and OKR framework that gave the team clear direction and decision-making guardrails for the new feature.

Even as scope shifted and not every detail shipped as originally planned, the framework I built remained the team’s reference point for aligning on what mattered and why. It’s a good example of how I work directly with leadership to translate ambiguity into structure the rest of the team can act on.