Rebuilding the most ignored tool in construction
Scheduling is the backbone of every construction project. Yet Procore's tool was so limited that only 5% of users ever touched it. I led the end-to-end redesign. From defining the product vision to shipping a connected, cross-platform experience that finally made scheduling worth using inside Procore.
- Design Leadership
- Strategy
- UX Design
My Role
Design lead and vision owner. I set the strategic direction, managed a team of designers, aligned stakeholders across product and engineering, and drove the design from concept through beta launch and into ongoing scaled adoption.
The Problem
Scheduling existed in Procore but was barely used — no native creation, no cross-tool connections, and no compelling reason to leave MS Project or Primavera P6. Competitors had pulled ahead. Customers were frustrated for years.
Strategic Direction
Reframing the opportunity before designing anything
The instinct was to fix the Gantt chart. My instinct was to ask why teams weren't using it at all. Data showed only 30% of paying customers had ever uploaded a schedule and just 4.1% of projects had any schedule data. This wasn't a UI problem — it was a value problem. The scheduling tool lived in isolation, disconnected from the rest of Procore. Until it became the connective tissue of a project, no visual improvement would matter. That framing shaped everything that followed.
Principal-level decision-making
I pushed back on scoping this as a feature refresh and defined it as a platform investment — one that would require a Now / Next / Future roadmap, cross-team alignment, and a phased delivery strategy. This changed the resourcing and timeline conversation entirely.
Designing for five personas without losing focus
The tool had to serve Schedulers, Project Managers, Superintendents, Foremen, and Owner's Reps — each with different workflows, different technical fluency, and different definitions of "staying on schedule." Rather than designing for the average, I mapped the jobs-to-be-done for each persona and used that to prioritize which capabilities to ship first versus what to defer. It kept the team focused and gave us a principled way to say no.
Design Execution
Connecting scheduling to the rest of Procore
The highest-impact design challenge was linking scheduling to Submittals and RFIs. In construction, work stops when materials aren't there — and materials aren't there when procurement falls behind. These two workflows had always lived in separate silos. I designed a cross-tool linking system that lets schedulers connect activities to submittals and RFIs directly from the Gantt, with an intelligent discovery engine and bulk actions for managing complex many-to-many relationships at scale.
Making linking fast enough to actually use
A cross-tool integration only has value if people use it. I designed the linking flow to meet schedulers where they already were — inline in the Gantt grid, not in a separate configuration screen. The intelligent discovery surface suggests relevant items based on activity name and assigned company, so establishing a link takes seconds rather than minutes of searching.
Surfacing risk before it becomes a delay
When materials don't show up on time, workers do — and an entire crew standing idle on a job site is one of the most expensive things that can happen in construction. The most consequential design decision was making that risk visible early enough to act on it. When a linked submittal's delivery date slips past an activity's start date, the conflict surfaces at three levels simultaneously: a page-level banner, a row-level warning on the Gantt, and a flagged field in the detail panel. I also designed a careful permissions model — anyone with scheduling access sees the conflict alert, but users without submittal access can't see the underlying procurement data. The risk is never hidden, but sensitive information stays protected.
Outcome
From a baseline of 152 to 1,040 — on pace to hit 2,000 by end of year
The 2026 company goal was to grow from 152 NAMER GCs and SCs with scheduling as an active daily workflow to 2,000 by end of year. By May 2026 — seven months in — the product had reached 1,040, putting it well ahead of a linear pace to hit the target. That growth happened against a backdrop where fewer than 1 in 20 users had ever opened the old tool. Over 7,000 construction professionals now run their daily schedule workflow inside Procore, across nearly 8,000 active job sites. These aren't users who tried it once — 1,040 companies have deployed it across at least 25% of their active projects, a threshold that signals genuine organizational commitment rather than casual adoption.
Shipping with a clear vision of what comes next
The Now / Next / Future roadmap I defined kept the team aligned through every tradeoff decision and gave customers confidence in the product's direction. The cross-tool integration with Submittals and RFIs has moved from design into active development, with a formal engineering kickoff in June 2026 — validating the framework I designed as the standard approach for connecting scheduling to every other tool in Procore. The roadmap continues to expand: mobile, versioning, cost loading, and Quality & Safety integrations are all in flight, each building on the foundation set in the original vision.
What this shows: How I could diagnose a systemic problem, define a multi-year product strategy, ship iteratively without losing sight of the vision, and influence the roadmap well beyond the initial scope.