Sourtrack was the operational system designed to structure and standardize the management of new projects and services at CEC, a mining-specialized logistics company operating across multiple countries in Latin America.
The project consisted of replacing an obsolete and poorly adopted internal tool with a new platform capable of:
CEC was experiencing significant growth. New projects were increasing in volume and complexity, but internal processes were not structured to scale.
The existing system was difficult to maintain, hard to use for operational teams and misaligned with real business workflows.
As a result, teams across different Latin American countries gradually abandoned the system. Projects worth hundreds of thousands of euros were managed through disconnected tools, email threads, and spreadsheets.
There was no unified traceability, no process standardization and no single source of truth.
In a mining context — where documentation control, asset traceability, and financial oversight are critical — this represented a significant operational risk.
The goal was not simply to design a new interface. The challenge was to define a system that would be:
Desirable and easy to use for different roles and user profiles
Structured enough to enforce process clarity
Robust enough to support financial control
Simple enough to drive adoption
Deliverable within three months
The success of Sourtrack would determine something bigger: if the system proved effective, it would open the door to further custom developments for CEC, including proprietary CRM and BI solutions, consolidating a tailored software suite defined and built by the Mojito team.
I worked as Product Designer for the system, focusing on operations and administrative teams. I was responsible for:
The project did not prioritize branding or visual identity. The objective was operational efficiency and structural clarity.
Sourtrack was conceived as an intermediate system connecting three critical layers:
The commercial layer (Odoo)
The operational tracking layer (Mojito360)
The administrative and financial layer
The core of the platform for operations teams.
A Project was composed of one or multiple Services. Each Service was composed of Units.
For example: A project could include a transportation service for 200 batteries and a warehousing service for those same 200 batteries. Each individual battery represented a service unit, enabling granular traceability and visibility.
Within each service, users could manage:
This ensured both operational control and financial structure within the same framework.
Designed specifically for the administration department.
This module allowed teams to:
The goal was to eliminate fragmentation between operations and finance.
A transversal notification module designed to ensure operational awareness.
It allowed users to:
In a multi-country environment with multiple stakeholders, structured visibility of incidents was essential.
A foundational module for structural consistency and scalability.
It provided centralized management of:
Without strict master data governance, scalability would not have been possible.
Given the tight timeline and the need for close collaboration with frontend, a design system approach was essential.
I based the UI system on the neutrality and performance principles of Vercel's Geist design system.
The decision was driven by:
Brand expression was not a priority. The system was designed as a pure operational tool.
A system is only successful if teams actually use it. Designing for real operational contexts — not ideal scenarios — is critical.
Sourtrack was not about aesthetics or innovation for its own sake. It was about building a reliable operational backbone under time pressure, enabling a company in expansion to scale with control and confidence.
