Lead Management System — From Chaos to a Single Inbox

Problem

Dealers were receiving buyer enquiries through four separate, disconnected inboxes — each built by a different team, in a different era, with a different design language. There was no unified view, no way to track what happened to a lead after it arrived, and no way for the business to know if its leads were actually resulting in sales. It was a fragmented, seller-hostile experience that nobody had properly named or owned.

Approach

I led the LMS from day zero: making the internal case, running discovery with dealers, scoping the MVP, and driving delivery across engineering, design, and commercial stakeholders. The brief was clear — put dealers first, consolidate the inboxes, and build the infrastructure to track lead outcomes.

The most strategically significant decision was introducing Lead Status — a mechanism for dealers to mark whether a lead resulted in a sale. Simple in concept, transformational in practice. It established the business's first ever Lead-to-Sale (L2S) benchmark, creating a new measurement layer and opening the door to outcome-based conversations with commercial partners.

With four legacy inboxes to replace and stakeholders across five teams, scope control was critical. I made fast, decisive prioritisation calls throughout — constantly pressure-testing what was truly MVP and what could wait — managing competing stakeholder opinions to keep the project on track and on time.