Your specific role in the project and how you collaborated with others

I owned the design and constantly worked with others to address users’ needs while aligning with business goals.
I led the initiative to involve the users. Because users were often unsure about system actions and responses, largely due to the product not having been tested by its intended audience. Usability issues persisted due to the absence of user-centric design practices in the original development process.

Based on meetings and interviews with clients, but also input from the team. My design was built on this to reflect the new needs and wants of both the business and users.

How you came to your proposed solution

I had a research-driven approach, collecting insights from client interviews, team meetings, Customer Success feedback, and analytics tools. By synthesising this data, I was able to prioritise features and improvements based on real user needs and business goals, ensuring our decisions were grounded in actionable insights.

I suggested sprint priorities to the product owner, validated recommendations with user cases, and translated these into actionable designs for development, testing, and release.

Challenges you faced, including design concepts that were ultimately not pursued

However, the initial brief was unclear, and tight deadlines constrained feedback and research, requiring us to make informed assumptions.

How the project affected the users and the business

The redesigned application exceeded adoption expectations: all users migrated to the new version in just 3 months, instead of the 6 months anticipated, demonstrating the effectiveness and user-friendliness of the new design.

What I learned

This experience taught me the importance and challenge of communicating user feedback to teams unaccustomed to iterative, feedback-driven processes. Establishing a feedback loop required persistence, clear rationale, and ongoing advocacy for the user perspective.