February 2018 - June 2019
1
Emnos was a retail consultancy specialising in stock management optimisation, with analyst teams embedded in major European retail chains such as Carrefour and Mercadona. The company operated offices in Madrid, Paris, and London, with its head office in Munich, Germany.
2
The original software front-end was built on an outdated Macromedia Flash codebase, resulting in a “black box” environment with siloed workflows.
3
At the time, Emnos was new to UX design, so part of my role involved educating the team on product design and development while also improving workflows and overall usability.
2 Python Engineers
3 Front End engineers
Developers code bases:
React
Ruby
Javascript
Python (machine learning)
2 Product Designers
Softwares I used:
Sketch
Axure
Material UI
Jira
1
Emnos was a retail consultancy specialising in stock management optimisation, with analyst teams embedded in major European retail chains such as Carrefour and Mercadona. The company operated offices in Madrid, Paris, and London, with its head office in Munich, Germany.
2
The original software front-end was built on an outdated Macromedia Flash codebase, resulting in a “black box” environment with siloed workflows.
3
At the time, Emnos was new to UX design, so part of my role involved educating the team on product design and development while also improving workflows and overall usability.
2 Python Engineers
3 Front End engineers
Developers code bases:
React
Ruby
Javascript
Python (machine learning)
2 Product Designers
Softwares I used:
Sketch
Axure
Material UI
Jira
1
Emnos was a retail consultancy specialising in stock management optimisation, with analyst teams embedded in major European retail chains such as Carrefour and Mercadona. The company operated offices in Madrid, Paris, and London, with its head office in Munich, Germany.
2
The original software front-end was built on an outdated Macromedia Flash codebase, resulting in a “black box” environment with siloed workflows.
3
At the time, Emnos was new to UX design, so part of my role involved educating the team on product design and development while also improving workflows and overall usability.
2 Python Engineers
3 Front End engineers
Code bases
written in:
React
Ruby
Javascript
Python (machine learning)
Softwares
used:
1 Product Designer
Sketch
Axure
Material UI
Jira
PERSONA - REGIONAL MANAGER
Julien collaborates with teams across the business to test and implement best practices, contributing to large-scale projects from both project management and execution perspectives. He is skilled at driving change in a fast-paced environment.
He also sets and monitors OKRs for the team and reports on regional KPIs to the Head of Operations.
Julien's challengers
Sharing work progress with peers was challenging due to siloed workflows and systems.
The existing systems architecture had not been fully mapped, resulting in major knowledge gaps across domains and territories.
Multiple tools with differing formats were needed for what should have been a straightforward task: product cataloguing.
Current processes caused time wasted collecting and providing feedback, with no clear overview of categories or subcategories.
PERSONA - REGIONAL MANAGER
Julien collaborates with teams across the business to test and implement best practices, contributing to large-scale projects from both project management and execution perspectives. He is skilled at driving change in a fast-paced environment.
He also sets and monitors OKRs for the team and reports on regional KPIs to the Head of Operations.
Julien's challengers
Sharing work progress with peers was challenging due to siloed workflows and systems.
The existing systems architecture had not been fully mapped, resulting in major knowledge gaps across domains and territories.
Multiple tools with differing formats were needed for what should have been a straightforward task: product cataloguing.
Current processes caused time wasted collecting and providing feedback, with no clear overview of categories or subcategories.
PERSONA - REGIONAL MANAGER
Julien collaborates with teams across the business to test and implement best practices, contributing to large-scale projects from both project management and execution perspectives. He is skilled at driving change in a fast-paced environment.
He also sets and monitors OKRs for the team and reports on regional KPIs to the Head of Operations.
Julien's challengers
Sharing work progress with peers was challenging due to siloed workflows and systems.
The existing systems architecture had not been fully mapped, resulting in major knowledge gaps across domains and territories.
Multiple tools with differing formats were needed for what should have been a straightforward task: product cataloguing.
Current processes caused time wasted collecting and providing feedback, with no clear overview of categories or subcategories.
To establish a clearer course of action, I suggested to our Product Manager, Gavin Spurling, that I conduct a light evaluation of existing products and services. This process uncovered three key themes:
1 - Lack of actionable confidence.
The landing page lacks a clear purpose and is cluttered with siloed content, including videos and templates, offering no guidance on user actions or their benefits. Unrelated news further adds confusion, leaving users with more questions than answers.
2 - Complex journeys laking context.
3 - Windows within windows when you need a door.
To establish a clearer course of action, I suggested to our Product Manager, Gavin Spurling, that I conduct a light evaluation of existing products and services. This process uncovered three key themes:
1 - Lack of actionable confidence.
The landing page lacks a clear purpose and is cluttered with siloed content, including videos and templates, offering no guidance on user actions or their benefits. Unrelated news further adds confusion, leaving users with more questions than answers.
2 - Complex journeys laking context.
3 - Windows within windows when you need a door.
To establish a clearer course of action, I suggested to our Product Manager, Gavin Spurling, that I conduct a light evaluation of existing products and services. This process uncovered three key themes:
1 - Lack of actionable confidence.
The landing page lacks a clear purpose and is cluttered with siloed content, including videos and templates, offering no guidance on user actions or their benefits. Unrelated news further adds confusion, leaving users with more questions than answers.
2 - Complex journeys laking context.
3 - Windows within windows when you need a door.
PARTS I PLAYED IN
PARTS I PLAYED IN
PARTS I PLAYED IN
01.
Gavin Spurling (Lead Product Manager) and Mike (Office Manager) were my main contacts in the London office for the Category Manager interviews. Over a few days, we sketched out the core personas to better understand the decisions and outputs they faced, allowing us to draw broader parallels across the business.
01.
Gavin Spurling (Lead Product Manager) and Mike (Office Manager) were my main contacts in the London office for the Category Manager interviews. Over a few days, we sketched out the core personas to better understand the decisions and outputs they faced, allowing us to draw broader parallels across the business.
01.
Gavin Spurling (Lead Product Manager) and Mike (Office Manager) were my main contacts in the London office for the Category Manager interviews. Over a few days, we sketched out the core personas to better understand the decisions and outputs they faced, allowing us to draw broader parallels across the business.
02.
After gathering insights from interviews with Mike and Gavin, I focused on refining the personas. It became clear that there were varying perceptions across the business regarding the target customers and their roles. We ultimately settled on Category Managers and Regional Managers as the primary personas.
02.
After gathering insights from interviews with Mike and Gavin, I focused on refining the personas. It became clear that there were varying perceptions across the business regarding the target customers and their roles. We ultimately settled on Category Managers and Regional Managers as the primary personas.
02.
After gathering insights from interviews with Mike and Gavin, I focused on refining the personas. It became clear that there were varying perceptions across the business regarding the target customers and their roles. We ultimately settled on Category Managers and Regional Managers as the primary personas.
03.
To gain a basic understanding of the bigger picture across all the siloed apps and services, I began by interviewing knowledgeable staff in the London office. It quickly became clear that the siloed structure had created significant gaps in understanding how, when, and where customer roles operated and what dependencies constrained them.
03.
To gain a basic understanding of the bigger picture across all the siloed apps and services, I began by interviewing knowledgeable staff in the London office. It quickly became clear that the siloed structure had created significant gaps in understanding how, when, and where customer roles operated and what dependencies constrained them.
03.
To gain a basic understanding of the bigger picture across all the siloed apps and services, I began by interviewing knowledgeable staff in the London office. It quickly became clear that the siloed structure had created significant gaps in understanding how, when, and where customer roles operated and what dependencies constrained them.
04.
As our team was spread across multiple geographies, it made sense to gather insights through frequent, cost-effective surveys. I created an online survey to capture a larger pool of feedback. To address concerns about the research effort, I documented and presented the time and cost for each step: Time: Campaign ran 1–2 weeks; 2 hours to consolidate feedback Cost: £0 for a single survey
04.
As our team was spread across multiple geographies, it made sense to gather insights through frequent, cost-effective surveys. I created an online survey to capture a larger pool of feedback. To address concerns about the research effort, I documented and presented the time and cost for each step: Time: Campaign ran 1–2 weeks; 2 hours to consolidate feedback Cost: £0 for a single survey
04.
As our team was spread across multiple geographies, it made sense to gather insights through frequent, cost-effective surveys. I created an online survey to capture a larger pool of feedback. To address concerns about the research effort, I documented and presented the time and cost for each step: Time: Campaign ran 1–2 weeks; 2 hours to consolidate feedback Cost: £0 for a single survey
05.
Once the London office had drafted some ideas, we wanted to involve our Madrid colleagues and gain their buy-in on application data crossovers. I brought out my “sketchboarding” approach and spent two days in Madrid, where we collaborated to design a new workflow that integrated inputs from both London and Madrid. (I’m the little guy on the right.)
05.
Once the London office had drafted some ideas, we wanted to involve our Madrid colleagues and gain their buy-in on application data crossovers. I brought out my “sketchboarding” approach and spent two days in Madrid, where we collaborated to design a new workflow that integrated inputs from both London and Madrid. (I’m the little guy on the right.)
05.
Once the London office had drafted some ideas, we wanted to involve our Madrid colleagues and gain their buy-in on application data crossovers. I brought out my “sketchboarding” approach and spent two days in Madrid, where we collaborated to design a new workflow that integrated inputs from both London and Madrid. (I’m the little guy on the right.)
06.
After gaining a deeper understanding of the product’s direction through various insights, I established a set of product principles to ensure the design stayed aligned with the new vision. This guidance also extended to UI considerations, maintaining a consistent sentiment across all products.
06.
After gaining a deeper understanding of the product’s direction through various insights, I established a set of product principles to ensure the design stayed aligned with the new vision. This guidance also extended to UI considerations, maintaining a consistent sentiment across all products.
06.
After gaining a deeper understanding of the product’s direction through various insights, I established a set of product principles to ensure the design stayed aligned with the new vision. This guidance also extended to UI considerations, maintaining a consistent sentiment across all products.
07.
Another observation before my arrival was that the product had too many methods, user workflows, UI components, and varied data display formats. I began by analysing the overarching patterns and then worked my way down to the granular components.
07.
Another observation before my arrival was that the product had too many methods, user workflows, UI components, and varied data display formats. I began by analysing the overarching patterns and then worked my way down to the granular components.
07.
Another observation before my arrival was that the product had too many methods, user workflows, UI components, and varied data display formats. I began by analysing the overarching patterns and then worked my way down to the granular components.
08.
I developed a set of product principles aimed at creating a calming mood and a sense of assured confidence. I focused on how use of space could enhance the perception of the product, making it feel more premium.
08.
I developed a set of product principles aimed at creating a calming mood and a sense of assured confidence. I focused on how use of space could enhance the perception of the product, making it feel more premium.
08.
I developed a set of product principles aimed at creating a calming mood and a sense of assured confidence. I focused on how use of space could enhance the perception of the product, making it feel more premium.
09.
Once we received approval from the Brand team for the new colour palette and tone, I began creating updated design components. The development team used Google Material UI as a base, and I applied the new style overrides on top.
09.
Once we received approval from the Brand team for the new colour palette and tone, I began creating updated design components. The development team used Google Material UI as a base, and I applied the new style overrides on top.
09.
Once we received approval from the Brand team for the new colour palette and tone, I began creating updated design components. The development team used Google Material UI as a base, and I applied the new style overrides on top.
When faced with this challenge of a numbers narrative, the last thing you need is additional cryptic data entry and calculation/creation.
You get a sense of scattered focus and function, with no clear view on what starts and what ends and for what insight/s. It takes a fair while to make sense of the interface. Once your using it, relying on memory is soon tripped up as there are multi directional paths to follow simultaneously.
Simple yet effective surfacing of the "Export to CSV" link, could support team sharing with pin point accuracy.
Simple yet effective surfacing of the "Export to CSV" link, could support Julien's team sharing their experiments, to swiftly explore then realise jointly.
When dealing with a numbers-driven narrative, the last thing users need is cryptic data entry or complex calculations.
The interface gives a sense of scattered focus, with no clear view of where processes start or end, or what insights they provide. It takes time to make sense of the layout, and once in use, relying on memory becomes difficult due to the multi-directional paths users must navigate simultaneously.
The interface now features an ordered flow with distinct content hierarchy and groupings, providing a clear overview and a more intuitive way to view aggregated data and inputs.
A simple but effective placement of the “Export to CSV” link supports Julien's team in sharing their experiments, allowing them to quickly explore and collaborate on insights.
Another poor pattern was the use of long, elaborate flows for moderately simple tasks, which failed to deliver any tangible value or actionable outcomes.
Julien can now quickly explore, evaluate, and approve stock allocation within the newly defined hierarchy of Store → Category → Sub-category, turning hours of work into a 2-minute sign-off task.
Julien can now quickly explore, evaluate, and approve stock allocation within the newly defined hierarchy of Store → Category → Sub-category, turning hours of work into a 2-minute sign-off task.
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