Case Study 01 | 0-to-1 Vertical, AI-Native Delivery

Building Intuit's first native cloud manufacturing solution in
3 months and keeping customers from leaving the ecosystem.

Building Intuit's first native cloud manufacturing solution in
3 months and keeping customers from leaving the ecosystem.

Role

Design Lead

Year

Nov 2025 - Feb 2026

Intuit Enterprise Suite launched in September 2024 without manufacturing support. Mid-market customers running multi-million-dollar inventory operations were stuck on Desktop or leaving for dedicated third-party tools. Off the back of delivering the Projects vertical, I was brought in as sole design lead with a mandate: ship a 0-to-1 cloud manufacturing solution in three months, an MVP that keeps customers from leaving.

A three-month build for an enterprise system isn't possible with traditional design cycles. It was possible because of how I worked: AI-generated, production fidelity prototypes as the research instrument, and a design-to-development toolchain I built during the sprint to keep the whole team moving at that speed, the full story of which is its own case study.


Intuit Enterprise Suite launched in September 2024 without manufacturing support. Mid-market customers running multi-million-dollar inventory operations were stuck on Desktop or leaving for dedicated third-party tools. I joined the Product-Based Business team as design lead for this industry vertical with three months to ship a 0-to-1 cloud manufacturing solution and to make it good enough to keep customers from leaving.

Scope of Work

Research
Interaction design
System architecture
Cross-team partnership
Research
Interaction design
System architecture
Cross-team partnership

How i navigated this project

02

Research was production code archaeology

I read 7 production repos and the design system source to learn how the product is actually built : 73 components, 557 tokens, 5 canonical structural patterns. The tools know the system because I extracted the system.

04

Adoption over mandate

Both tools spread through demos, Slack, and word of mouth — proving themselves inside the manufacturing sprint, then crossing to other teams with zero enforcement.

01

The Bet

The mandate was a ship date, not a tooling roadmap. I spent the early weeks building tools instead of absorbing the friction, a real risk on a three-month timeline, wagering that every week after would move faster. It paid back before the deadline did.

03

Sequence mattered

Workbench first, to collapse design-to-development translation while the vertical was being designed. Inspector second, to close the QA loop once code was flowing. Build velocity, then guard it.

02

Research was the key from day one

Competitive teardowns and customer-workaround (Excel, Markov, Cin7) research in parallel with 15+ lighthouse customer and 12 migration ready users.

04

Every design call had a second test

Does it accelerate February, or does it build foundation the next 18 months of inventory roadmap composes against? Calls that did neither didn't ship.

01

The MVP roadmap

The strategic bet was a Parity ++ MVP and not a Desktop port. A cloud experience competitive with Katana, NetSuite, and Fishbowl. So migration was an offensive move, not a defensive landing pad.

03

Live prototypes were the research instrument

Production-fidelity builds from my Workbench in front of customers, iterated between sessions so customer N+1 always reacted to the synthesis of customers 1 through N.

Project details

The Problems

Problem 01

No native cloud manufacturing

Intuit customers who needed a manufacturing transaction stack had to stay on aging desktop software or leave the ecosystem entirely. Missing features: Bill of materials Manufacturing orders Build assemblies

Problem 02

Active competitive exits

Problem 03

Three months, zero foundation
Logistics center top view

Project details

The Opportunity

Opportunity 01

Stay on Desktop → Cloud parity plus modern experience

Don't just port Desktop. Ship a cloud manufacturing system competitive with Katana, NetSuite, Fishbowl, and SOS Inventory.

Opportunity 02

Active exits → Retention through differentiation

Make the build good enough that customers in competitor contracts pause their exits.

Opportunity 03

No foundation → Architectural decisions that compound

Every design call had to either accelerate the February ship or build a foundation that downstream features (Landed Costs, Serial/Lot Tracking) could compose against.

Opportunity 01

Stay on Desktop → Cloud parity plus modern experience

Don't just port Desktop. Ship a cloud manufacturing system competitive with Katana, NetSuite, Fishbowl, and SOS Inventory.

Opportunity 02

Active exits → Retention through differentiation

Make the build good enough that customers in competitor contracts pause their exits.

Opportunity 03

No foundation → Architectural decisions that compound

Every design call had to either accelerate the February ship or build a foundation that downstream features (Landed Costs, Serial/Lot Tracking) could compose against.

Logistics center top view

Project details

The Goal

How might we ship a cloud manufacturing MVP by February 2026 that's competitive enough to keep mid-market customers inside IES — and architected to scale with the next 18 months of inventory roadmap.

Expected Outcomes

Outcome 01

Deliver by Feb 26 instead of Aug 26

Outcome 2

Unlock manufacturing customer from Desktop

Outcome 03

Prevent competitor exits

Project Details

The Process & Hard Design Calls

Some of the major inflection points throughout the project

  • 01

    The strategic call - parity or parity++?

    The easy path was parity. Port the QuickBooks Desktop manufacturing experience to the cloud, ship by February, call it done. Desktop customers would have a migration path, the urgent retention risk would ease, and the team would meet the date. I pushed for a different call: Parity Plus a modern experience. Build a cloud manufacturing solution that didn't just give Desktop customers somewhere to land and it gave them a reason to stay, and gave new prospects a reason to choose IES over Katana, NetSuite, Fishbowl, or SOS Inventory.

  • 02

    Research and discovery

  • 03

    AI powered execution

  • 04

    Splitting Build Assembly into Manufacturing Order + Build Assembly

  • 05

    Real-time shortage at point of decision

  • 06

    A platform pattern, not a one-off

  • 07

    Compromise where the customer can't see

Project details

Business Impact

0

Quarters ahead of the original plan

8K+

Customers unlocked

0

Competitor exits paused

Project details

Business Impact

0

Quarters ahead of the original plan

8K+

Customers unlocked

0

Competitor exits paused

Partner Testimonials

"Manas is able to scale and manage multiple initiatives across PMs — manufacturing, landed costs, serial/lot tracking — and is also able to connect the dots among these like his provocation for a combined serial/lot + bins tracking design."

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Yogender Prabhu

Staff Product Manager, Intuit

"Manas goes broad in exploring options, drawing references from across QBO/IES and external apps to inform pattern decisions, and actively tests the product to surface quality bugs upfront. Joined a complex domain mid-year and quickly delivered real output."

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Nikita Gill

Design Manager, Intuit

Honest Reflection

The Assembly Item backend compromise is the trade I'd revisit if I had the chance. The compromised data model means certain future features particularly multi-level BOMs at scale and assemblies-of-assemblies will be harder to build than they would have been with the full item-type approach. The call was right for the February timeline; the cost is real for the next 12-18 months of manufacturing roadmap. If I had this back, I'd push harder for the cleaner backend architecture even if it meant a partial February delivery but still ship the highest-frequency workflows on the right architecture, defer the edge cases, and avoid the compounding tech debt. The lesson: 0-to-1 under compression compounds tech debt at a rate you don't feel until the next product cycle. I'd also build a stronger feedback loop with the customers who paused their competitor exits. Right now I know they stalled their decisions but I don't yet know which specific design decisions tipped them. That insight would shape the next generation of manufacturing work, and I didn't structure the research to capture it.

Project details

Business Impact

0

Quarters ahead of the original plan

8K+

Customers unlocked

0

Competitor exits paused