Case Study

Case Study

My framework

MVP v2 en:
https://oriofactorial.lovable.app

MVP v2 en:
https://oriofactorial.lovable.app

Initial assumptions

  1. Orio already has 1,000+ integrations with SaaS tools, but does not rely on a native HRIS integration as a core dependency. Instead of coupling the product to many different HR systems, the decision is to manage people inside Orio through an internal Employee Directory.


  1. Employee onboarding and offboarding are not just access problems, but coordination problems across people, roles, tools, and time.


  1. The main economic pain point is the misalignment between active employees, assigned roles, and paid licenses. When an employee changes role or leaves the company, access and licenses often remain active longer than they should → direct financial loss.


  1. Orio’s goal is to:

  • improve customer satisfaction

  • increase retention

  • attract new customers

  • without dramatically increasing technical complexity


The solution must:


  • scale to thousands of employees and hundreds of tools

  • work even without an HRIS

  • surface problems automatically through alerts and metrics

  • allow managers to manage access safely without relying on IT

  1. Orio already has 1,000+ integrations with SaaS tools, but does not rely on a native HRIS integration as a core dependency. Instead of coupling the product to many different HR systems, the decision is to manage people inside Orio through an internal Employee Directory.


  1. Employee onboarding and offboarding are not just access problems, but coordination problems across people, roles, tools, and time.


  1. The main economic pain point is the misalignment between active employees, assigned roles, and paid licenses. When an employee changes role or leaves the company, access and licenses often remain active longer than they should → direct financial loss.


  1. Orio’s goal is to:

  • improve customer satisfaction

  • increase retention

  • attract new customers

  • without dramatically increasing technical complexity


The solution must:


  • scale to thousands of employees and hundreds of tools

  • work even without an HRIS

  • surface problems automatically through alerts and metrics

  • allow managers to manage access safely without relying on IT

  1. Orio already has 1,000+ integrations with SaaS tools, but does not rely on a native HRIS integration as a core dependency. Instead of coupling the product to many different HR systems, the decision is to manage people inside Orio through an internal Employee Directory.


  1. Employee onboarding and offboarding are not just access problems, but coordination problems across people, roles, tools, and time.


  1. The main economic pain point is the misalignment between active employees, assigned roles, and paid licenses. When an employee changes role or leaves the company, access and licenses often remain active longer than they should → direct financial loss.


  1. Orio’s goal is to:

  • improve customer satisfaction

  • increase retention

  • attract new customers

  • without dramatically increasing technical complexity


The solution must:


  • scale to thousands of employees and hundreds of tools

  • work even without an HRIS

  • surface problems automatically through alerts and metrics

  • allow managers to manage access safely without relying on IT

Introduction

This case study addresses a complex problem related to access management, onboarding, and offboarding in large companies, where the impact is not only operational but also financial and security-related.


Rather than starting with screens, I approached the problem using a framework similar to the Blueprint Hub to structure decisions, identify real gaps, and design a system that scales.


The process focused on understanding what already "existed" in the product, what could be reused, and what needed to evolve, avoiding ad-hoc solutions. From a product and visual perspective, the dashboard was designed as a kind of refactoring of existing components, taking inspiration from well-established patterns used in tools like Factorial, with the goal of creating a scalable and familiar solution for IT, People, and Finance teams.


To accelerate exploration and validation, I used ChatGPT as a strategic thinking partner to structure assumptions, metrics, and flows; Framer to prototype a first high-fidelity interface focused on structure; and Lovable to polish the idea until it was presentation-ready and self-explanatory.

Problems to solve

1. Unnecessary costs

  • Licenses assigned to inactive or offboarding employees

  • Paid licenses that are not being used

  • Lack of visibility into ideal vs actual cost


2. Security risks

  • Ex employees with active access

  • Inconsistent permissions across roles and teams


3. High operational load

  • IT manually handling every joiner, leaver, and change

  • Managers lacking safe autonomy

  • No clear system-level visibility or alerts

Hypotheses to validate

  1. Most unnecessary software costs come from misaligned employees, roles, and licenses, not from the number of tools.


  2. A role-based access model reduces onboarding time and human error more effectively than managing access tool by tool.

  1. Planning changes in advance (onboarding, offboarding, role changes) reduces security risks and operational stress.

  1. A dashboard with clear, actionable metrics allows teams to detect problems before they turn into financial loss.

Blueprint

1. Trigger. What drives the need for this project?

Companies lose time and money because access, roles, and licenses are not synchronized with reality.
Without a system view, issues are detected too late.


Signals identified


  • Inactive employees still holding paid licenses

  • Access assigned manually without standardization

  • Long onboarding and offboarding times

  • IT teams overloaded with every joiner and leaver

  • Managers lacking visibility and alerts


Why this is so critical (business impact)


The lack of automation:

  • increases software costs

  • raises security risks

  • reduces customer satisfaction

  • negatively affects retention

2. Mapping. Context map

Key stakeholders


  • IT: defines rules, roles, and automations

  • People / HR: manages employee status and lifecycle

  • Managers: manage access for their own teams

  • Finance: controls and optimizes software spend

  • Orio (the system): detects, alerts, and guides decisions


Current onboarding


  • HR manually informs IT about a new hire

  • IT reviews role and team

  • IT assigns access app by app

  • Managers confirm via Slack or email

  • No centralized record exists


Current offboarding


  • HR notifies IT about a departure

  • IT checks every app manually

  • Access is revoked one by one

  • No alerts if something remains active


Outcome


→ slow process
→ high cost
→ operational risk

3. Scanning. What exists today in Orio?

Strengths


  • 1,000+ SaaS integrations

  • Centralized permissions panel

  • SSO already integrated

  • Cost visibility for Finance


Limitations


  • No HRIS integration

  • No official employee directory

  • No automatic role-based access

  • No alerts or inconsistency metrics

  • No automated offboarding process

4. Gap Map. Identified gaps

This first version intentionally covers the most critical gaps:


  • No official employee source → Employee Directory

  • Manual access decisions → Role-based access

  • Reactive offboarding → Planned changes via Calendar

  • Hidden waste → Unused license detection

  • Lack of system visibility → Consistency and cost metrics


Remaining gaps (out of scope for V2)

  • advanced automation

  • predictive optimization

  • ML-driven recommendations

5. DECISION LOG. What to build and why

This version prioritizes structural clarity over feature quantity:


  • Roles are the core abstraction, not tools

  • Planning matters as much as execution

  • Metrics drive decisions, not gut feeling

  • Autonomy is distributed but controlled


Second iteration to Scale

  • Usage pattern detection with machine learning

  • Automatic license reassignment

  • Company-specific workflows

  • Advanced financial reporting

Prototype summary

1. Dashboard (Home)


The dashboard acts as a system health and cost control panel. Each card answers a key question: Is everything okay? Where are we losing money? What should I do next?


  • Consistency Score as the main system health metric

  • Orphan Licenses and Estimated Savings directly connect operations with financial impact

  • At-Risk Employees, Onboarding, and Offboarding highlight risks and bottlenecks

  • Clear CTAs to move from insight to action


It answers, at a glance:

  • Is the system consistent?

  • Where are we losing money?

  • What needs attention right now?


Key elements:

  • Consistency Score (licenses vs employees)

  • Ideal vs actual cost

  • Unused licenses

  • At-risk employees

  • Onboarding and offboarding status

  • Cost per team


This turns the dashboard into a decision tool, not just reporting


2. Employee Directory


The operational core of the product. It centralizes people, access, and costs.


  • clear employee states

  • visible cost per employee

  • entry point to access and role management


3. Roles


The heart of the system:


  • define which tools belong to each role

  • centralize access logic

  • reduce human error

  • scale better than HR integrations alone


4. Tools


Provides visibility into:

  • real usage

  • unused licenses

  • immediate cost impact


5. Calendar


Makes the system proactive instead of reactive:

  • onboarding and offboarding are planned

  • changes are visible before they happen


6. Virtual assistant


The cherry on top :)

Thanks

Time spent: 9hs (4 problem solving idea) + 1 (design decisions) + 4 framer

v2 lovable (70 credits): +2hs