Hajj Enterprise Operations Platform

• Operational status was reported in PowerPoint decks, assembled by hand.
• Each department reported in its own structure and its own terminology.
• Progress was reviewed in physical meetings, on the meeting's schedule.
• Information arrived fragmented and inconsistent across sources.
• There was no digital view of consumption, outages, overloads or readiness.

Role

UX Lead, hands-on throughout: discovery, data and KPI analysis, information architecture, flows, hi-fi UI, developer handoff and QA. I led two designers on the engagement.

Challenge

Information was fragmented, inconsistently structured, and rarely tied to a clear action. Source reports were in Arabic and translated for the design work, with terminology verified against native speakers before it entered the interface.

Governance decision

The initial assumption was that Mecca users would correct project data directly. The validated model inverted it: the project manager reports reality, the Mecca team reviews, and then either approves and publishes or sends it back for revision. Catching this before the downstream design was built kept the approval trail, the states and the entire data-entry surface aligned with how the organisation actually works — the single clearest UX-leadership moment on the project.

1. 01 · Project manager

   Capture

   Reports ground reality against their own projects, in a structured entry flow rather than a deck.

2. 02 · Mecca team

   Validate

   Reviews each submission and either approves it or sends it back for revision, with the trail preserved.

3. 03 · The platform

   Publish

   Approved information moves into structured digital reporting instead of a scheduled review meeting.

4. 04 · CEO & operations

   Decide

   Read readiness, load, interruptions and risk from a shared view, and act on them in the same cycle.

Data-entry platform

A separate product surface, deliberately not part of the CEO portal: login → project list → add or update → approval → reporting. Keeping it separate meant the people reporting reality were never designing around an executive's view of it.

States as reusable patterns

On Track, Delayed, Completed Early, Completed Late and Not Started, plus empty and no-result, validation, error, approval and send-back. These were authored as reusable patterns rather than one-off screens, so the same vocabulary carries across the whole workflow.

Constraints navigated

Power BI's chart limitations meant investigating which visualisation patterns were actually supported and adapting the information design around what was feasible. The underlying data model could not be changed, so the work was designing around it — restructuring how information was surfaced, not touching the source structure.

The Hajj operating cycle

The same dashboard was designed to shift focus across pre, during and post Hajj: readiness before, live operations during, and learning after.

The real transformation wasn't the dashboard. It was changing how operational information moved through the organisation — from ground reality to leadership decision.