TerraTech360: Land Development Project Management Platform
Sole UX and strategy lead on a seven-week discovery phase, defining who the product serves and what it needs to do before a single screen was created.
Terratech360 is a startup building project management software for residential land developers. I led a seven-week discovery phase as product manager, strategist, and UX researcher, defining who the product serves and what it needs to do before any screens were designed.
Land development is the phase before homebuilding: acquiring land, working through entitlements and engineering, and managing site work across many roles and outside partners. Titles and responsibilities vary widely from firm to firm, so the first job was making sense of who actually does what.
No purpose-built project management software exists for residential land developers. The market is fragmented and underserved, left to adapt tools priced and designed for homebuilders rather than for the land development work that happens before homes are built.
- Interviewed stakeholders at land development firms of different types and sizes to map how the work really happens
- Ran competitive research across adjacent project management and homebuilder tools to find the gaps
- Built six personas spanning the organizational hierarchy, from field supervisors to division presidents across public and private firms
- Created a Lead / Manage / Do role framework to handle the wide variability in titles between firms
- Mapped user stories across four product domains: Project & Finance, Field, General, and Visibility
- Defined the full MVP scope in a screen map with annotated hierarchy and functional states
- Produced a permission architecture and RACI planning to clarify who can see and do what
The discovery phase delivered a research-backed product foundation, a permission architecture, and a full story map, ready to hand directly to design and development.
Because titles vary so much between firms, I interviewed teams at several residential builders and land developers of different sizes and ownership structures, both public and private. From those conversations I built six personas spanning the hierarchy, from field supervisors to division presidents.
The wide title variability meant a persona alone would not scale. I created a Lead / Manage / Do role framework that maps responsibilities regardless of what a person is called at their firm. That framework became the backbone of the permission architecture, deciding what each role could see and do across the product.