ACY Securities · internal operations · live production Enterprise CRM & admin · 11 countries · ~3 years owned

LogixPanel

The back-office inside the back-office.

The internal operating system of a regulated broker — not just a CRM. Client lifecycle, corporate onboarding, treasury, IB & affiliate distribution, compliance and team operations that I owned across 11 countries and 40+ jurisdictions for nearly three years — because to design the back-office, you have to understand how the whole company actually runs. Shipped & live at ACY Securities — every image on this page is a concept-stage design draft; the production UI is confidential and differs.

4.5min→72s
Client lookup · 73% faster
2wk→2hr
ASIC audit prep · 98% reduction
30%→17%
Onboarding dropout · −44%
47→4
Data fields → task-aligned tabs
40+
Jurisdictions · ASIC AFSL 403863
30+
Ops team · 11 offices, 4 continents
Owned across 11 countries:TaipeiJakartaMelbourneSydneyHo Chi Minh CityManilaKuala LumpurAmmanJohannesburgCairoBogotá
logixpanel · admin console
LogixPanel admin console — the sidebar reveals the full operational scope: Clients, Treasury, Tasks, MLA Program, Sales, Marketing, Training, Tickets, Compliance
Concept-stage UI draft · simulated data

The contribution · at a glance

Product designer — the internal CRM of a production broker ecosystem.

Led UX/UI for a 360° client-management platform that consolidated onboarding, trading-activity monitoring, compliance tracking and communication logging for a 30+ person operations team across 11 offices worldwide — replacing a patchwork of spreadsheets, inboxes and legacy admin panels. Before→after figures are the case study's own measured operational outcomes. Imagery throughout is concept-stage drafts, not production screenshots.

4.5min→72s
Client lookup time — one profile instead of opening four tools.
73% faster · impact metric
2wk→2hr
ASIC audit-report prep — from 3 staff over two weeks to one click.
98% reduction
30%→17%
Onboarding dropout — funnel-tracker intervention on the 23-field form.
−44%
47
Data fields per client profile — re-grouped into four task-aligned tabs.
360° profile
3 wks
First usable module shipped — spreadsheet feature-parity in four months.
2-week sprint cadence
40+
Regulatory jurisdictions with ASIC compliance tracking (AFSL 403863).
Multi-jurisdiction

Why this case study matters

Anyone can design a CRM. Few understand the whole company behind it.

A broker's back-office isn't one product — it's a dozen interlocking systems: retail clients, corporate B2B accounts, enterprise account registration, treasury and money movement, IB & multi-level affiliate distribution, compliance, and the team operations that run them. Designing it well meant learning the company's operating logic end to end — the back-office inside the back-office. Three years doing that is exactly what later shaped how I built PawsRoam and DuoShou solo.

The operational map · click to explore

One console, the entire operation.

The sidebar is the tell. LogixPanel isn't a client list — it's the operating system of the firm. Each module below is a distinct operational domain I designed for. Click through to see the logic behind each one.

The operational crisis at scale

Tools that worked at small scale — and broke catastrophically at enterprise scale.

Pain 01 · complexity

Data scattered across four tools

Client data lived in 7+ spreadsheets, 3 email inboxes and legacy admin panels. Finding one client's full history meant opening four different tools.

4.5 min

average client lookup

Pain 02 · compliance

Compliance gaps found only at audit

ASIC requires identity verification, suitability assessments and ongoing monitoring across 40+ jurisdictions. Manual tracking meant reviews took hours and gaps surfaced only under audit.

3+ hrs

compliance review per client

Pain 03 · onboarding

Clients abandoned mid-form, invisibly

23-field forms, unclear document requirements, no progress visibility. Ops couldn't see where clients got stuck until they'd already abandoned the process.

30%+

onboarding dropout

The brief vs. the evolved scope

“Redesign the client list” was a symptom — not the problem.

I spent two weeks shadowing 8 operations staff and comparing workflows with the other offices. The revealing pattern: every interaction started the same way — open the client list, find the client, then immediately leave to check compliance in a spreadsheet, trading activity in the admin panel, and the last email in Outlook. The “client list” was just a launchpad for a fragmented workflow.

? What I was asked

A tactical clean-up

  • Redesign the client list page
  • Add search / filter
  • Make it “less cluttered”
✓ What I proposed

A full-lifecycle operating model

  • 360° client profile with tabbed architecture
  • Compliance dashboard with audit-ready reporting
  • Onboarding funnel tracker with dropout intervention
  • Automated task management & follow-up scheduling
  • Cross-office client handoff protocols

The business decision · build vs. buy vs. adapt

Off-the-shelf couldn't model ASIC. Full custom froze out the users.

With 100K+ accounts and ASIC-specific compliance, leadership faced a CRM decision with real financial and technical stakes. My role was to adapt the UX strategy to the direction they chose.

✕ Rejected

A · Salesforce / HubSpot

Enterprise CRM with financial-services customisation. $180K+/year licensing, and it couldn't model ASIC-specific fields (suitability status, PDS acknowledgement, leverage tier) without heavy custom dev + a 6-month middleware project to reach the trading backend.

✕ Rejected

B · Full custom build

Purpose-built from scratch. Estimated 6–8 months — and from a UX view, the ops team would have zero input during the build, risking a product that technically works but operationally fails because it doesn't match real workflows.

✓ Chosen · adapt

C · Adapt & ship incrementally

Build purpose-fit modules on the existing stack, with the ops team in the loop every sprint. First usable module in 3 weeks, feature-parity with the spreadsheets in 4 months — validated continuously by the people who live the workflow.

B2B · corporate account registration

Onboarding a company is not onboarding a person.

A corporate account carries a legal entity, shareholders and directors, an appropriateness assessment and multi-party verification — a six-stage flow with its own compliance spine. Retail onboarding is one identity; enterprise onboarding is an org chart. Step through it.

Corporate Account Registration
Corporate account registration — six-step wizard: contact, company details with LEI and regulated status, shareholders and directors, appropriateness, terms, confirm ID
Concept-stage UI draft

The back-office inside the back-office

Partner distribution and money movement — the parts nobody sees.

A broker doesn't only manage clients. It manages the partners who bring them (IB & multi-level affiliates, with approval and commission-distribution logic) and the treasury that moves their money (withdrawals, e-wallet, multi-currency, margin-level checks). These are the operational surfaces that never appear in a portfolio — and exactly where enterprise understanding shows. One design rule governs them all: an operator must not be able to do the compliant-looking wrong thing — limits, states and approvals are enforced at input, not caught in review.

MLA Program · Multi-Level Affiliates
Multi-level affiliate program — partner distribution management with approval statuses and commission distribution types
IB & affiliate distribution
Partner ops with approval states
Application → review → approve/reject, with distribution-type and commission logic per partner tier. B2B relationship management, not retail CRM.
Treasury · Withdrawal
Withdrawal flow — choose account, payment method, amount with margin-level check, fee logic, terms acknowledgement, confirm
Treasury · money movement
Withdrawal with margin-safety logic
Account selection, method routing, a max-withdrawal rule that keeps margin level above 150%, fee logic by method and frequency, and jurisdiction-specific terms. Money movement is a compliance surface first.
Treasury · e-wallet
E-wallet — internal balance and transfer surface for multi-currency money movement
Treasury · e-wallet
Multi-currency internal balances
The internal wallet layer that sits between deposit, trading account and withdrawal — reconciled, auditable, and multi-currency by default.
Treasury · e-wallet · transfer
E-wallet transfer between accounts
Treasury · transfers
Account-to-account movement
Moving funds between a client's wallet and trading accounts — the kind of internal operation that has to be exact, reversible, and logged for audit.

Team operations · role-based access

A 30-person team means least privilege, by design.

Ops, compliance, sales, treasury and admin don't need — or want — the same surface. The permission model is part of the UX: who can view a client, edit KYC, approve a withdrawal, manage partners, or export an audit trail. Click a role to see its footprint.

CapabilityOps agentComplianceSalesTreasuryAdmin

Tip: click a role header to isolate its permissions. Treasury can approve money movement but can't touch KYC; compliance can edit KYC but can't move money — separation of duties baked into the interface.

What didn't work

V1 put everything on one screen. The team called it worse than the spreadsheet.

The honest part. My first 360° profile surfaced all 47 fields at once — technically complete, operationally overwhelming. Support tickets tripled in week one and task-completion time went up 40%. The fix wasn't fewer fields; it was task-oriented sequencing.

✕ V1 · everything at once

All 47 fields, one screen

  • Support tickets 3× in week one
  • Task-completion time +40%
  • Staff: “worse than the spreadsheet”
✓ V2 · task-oriented

Sequenced by the actual job

  • Predictive fields by jurisdiction & asset class
  • Logic-driven field grouping to cut cognitive load
  • 4 task-aligned tabs, not one wall of data

Multi-dimensional impact · measured

What the platform produced.

Measured operational outcomes across the two-year rollout — internal before→after measurements by the operations team, stated as recorded. Not third-party-audited analytics.

0%
Faster client lookup
4.5min → 72s
0%
Faster ASIC audit prep
2 weeks → 2 hours · 3 staff → 1 click
0%
Lower onboarding dropout
30% → 17% · funnel tracker
0 mo
To spreadsheet feature-parity
First module in 3 weeks

The throughline

Three years of enterprise back-office → how I build solo.

Owning LogixPanel taught me the operating logic of a whole company. That's exactly the instinct I carried into my own products — PawsRoam and the DuoShou bot — where I'm the ops team, the compliance officer and the designer all at once.

Carried over 01

Systems, not screens

LogixPanel forced me to see a product as interlocking operational domains. PawsRoam was designed the same way — accounts, places, reviews, moderation and trust as one system, not a pile of pages.

Carried over 02

Compliance & trust by design

Modelling ASIC fields and separation-of-duties made regulatory thinking reflexive. DuoShou bakes honest incentives and no custody of money into the product itself — fiduciary alignment as a design default.

Carried over 03

Shadow the user, always

Two weeks shadowing ops staff is why I don't trust a brief at face value. Every solo product starts the same way — watch the real workflow before drawing a single screen.

Status & honesty

Shipped & live — shown as concept drafts.

LogixPanel is a live production internal-operations platform at ACY Securities. The live product is confidential, so every image here is a concept-stage UI draft from the design process — the shipped version differs. The operational figures are the case study's own measured outcomes.

◆What's real: shipped production platform, 30+ ops team across 11 offices worldwide, 40+ jurisdictions, ~3 years of ownership, the measured before→after outcomes.
◆The role: lead product designer for the internal CRM & admin surfaces, working with operations, engineering, compliance and treasury.
○What's shown: concept-stage UI drafts only — not screenshots of the live product. Confidential; the production version and its data differ.
○What isn't claimed: the drafts use simulated names and figures; no confidential client data appears anywhere on this page. The before→after figures are internal operational measurements, not third-party-audited analytics.

To design the back-office, you first have to understand how the whole company runs.

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