MetricsCart

Context

MetricsCart tracks how brands perform on quick-commerce platforms. Blinkit, Zepto, Instamart. A brand needs to know if their product is in stock, priced right, and running the promos they paid for, across every platform and location, every day.

I was handed a doc. KPIs, features, data structure. A spec, not a brief.

That gap was the job: turn a data structure into a product three different people could use. Solo, no research team.

Research

No research budget, no direct line to users. B2B, solo. I had two channels and used them on purpose.

The podcast. MetricsCart runs one. Quick-commerce experts come on as guests. I mined it for mental models: what they check first, what they distrust, how they reason about shelf performance.

Sales. They talk to customers daily and carry the friction: the confusion in demos, the requests that repeat.

The podcast told me what good looks like. Sales told me where it breaks. I triangulated the two into three user types. The users below are derived, not invented.

This was proxy research. I knew its limits, so the harder calls shipped as reversible bets with the uncertain parts flagged for real usage data.

Who I designed for

One product, three jobs, competing needs. That tension drove the architecture.

• Brand managers track their own SKUs and explain anomalies internally. Need fast scan, clear signal. → Dashboard
• Agencies manage many client portfolios and pull views into reports. Need fast context switching. → Dashboard
• Researchers slice category-wide data, compare, export. Need raw access and deep filtering. → Explorer

The core problem

The spec was rich. Many metrics, many dimensions, multiple chart types, dense tables. Two forces threatened it.

Density fragments. Without structure, every view becomes its own tool and the user is lost.

The domain moves daily. Stock, prices, promos shift day to day. So an absolute number is nearly useless. "54% available" means nothing. "Down 12% from yesterday" is the whole signal.

So: hold density together, and build around change, not state.

Decision 1: Overview and explorer

The daily rhythm gave me the split.

Dashboard is the overview. KPI cards, each carrying its day-over-day change. Green good, red bad. It answers what changed since yesterday? You open it in the morning and the deltas tell you where to look.

Explorer is the power tool. The tabular view. Once a delta flags something, you come here for why, and where exactly?

Not a toggle. A workflow. The dashboard surfaces the anomaly, the explorer investigates it. One switch moves between them. Brand managers and agencies live on the dashboard, researchers in the explorer, both cross over when the work needs it.

Decision 2: The explorer's columns

The stakeholder wanted every column visible. Across both features that is 20-30. The instinct was fair: brands paid for this data.

A table that wide is unusable, and scanning is the whole job of the explorer. So the question was not which columns to cut. It was which earn a permanent seat, and where the rest lives without leaving the table.

I split columns by how they get used.

Scan-across data stays as columns. The metrics you read horizontally to spot an anomaly: product, availability, price, discount, promo flags, each with its day-over-day change.

Read-about-one data goes in the row. The metadata you only check for a single product after something catches your eye: flavour, pack, location breakdown, category mapping. Each row expands in place into grouped detail. One row open at a time, same table.

The table stays narrow and scannable. Completeness is one click away and never lost.

Decision 3: How filtering works

Two patterns to decide between.

Chip filter with operators. Brand IS Coca-Cola, Retailer IS NOT Blinkit. Expressive, demos well, but a learning curve.

Column filters. Click a header, pick values, apply. Familiar, immediately legible.

I built the chip pattern to mid-fi, then shipped column filters. Brand managers and agencies pass through occasionally and read column filters on sight. Researchers spend the most time here and would outgrow them, but that is a v2 problem, not a v1 blocker. I did not want the daily user paying a learning tax to serve a power case I could add later.

Decision 4: The expand interaction

Charts on the dashboard are scannable but shallow. A user who spots something wants to dig in without losing their place.

I designed expand as a focused workspace, not a popup. It opens a full-screen surface with two live layers: the chart, still interactive, and the underlying table beneath it. Work either layer and both reflect it. The dashboard sits underneath, one close away.

Decision 5: Geographic drill-down

Incidents track across country, state, district, city. The most layout-intensive view.

The map changes representation as you drill in: choropleth of India at country level, the same gradient at district level, sized bubbles at city level. Filters persist across every level.

The hard part was the transitions. I held one rule: the map's position and behaviour stay constant, only granularity changes. Same object, more detail. Never a new screen.

The marketing site

I also built the marketing site in WordPress, restructured around the problems users arrive with. CTA clicks went from ~500 to ~8,000 a month, generating around 12 qualified demos a month versus zero before. That pipeline feeds product discovery. The product work above is the case.

Reflection

Proxy research gave strong direction, not ground truth, so the uncertain calls stayed reversible. The chip filter earns in if usage shows researchers hitting the column-filter ceiling. What held across every decision was the spine: build a dense product around what changed, not what is, and never let density fragment the surface.