B2B, B2C, B2BtoC (DESKTOP/MOBILE)
Transforming the booking interface and the courier delivery app to scale-up services
Transforming the booking interface and the courier delivery app to scale-up services
Start-up in logistics offering same-day and next-day delivery services, serving 10K+ enterprises, SMEs and personal accounts. Their courier fleet comprises 10K+ drivers offering multiple sized vehicles.
Start-up in logistics offering same-day and next-day delivery services, serving 10K+ enterprises, SMEs and personal accounts. Their courier fleet comprises 10K+ drivers offering multiple sized vehicles.
Design System/UI
Design System/UI
UX Research
UX Research
Product Strategy
Product Strategy
Re-design
Re-design
0 ➔ 1 Features
0 ➔ 1 Features
Design System/UI
UX Research
Product Strategy
UX Research
UX Research
Product Strategy
Product Strategy
Timeline
2023-2025
2023-2025
ROLE
Principal Product Designer
Principal Product Designer
Industry
Logistics
Logistics
TEAM & MAIN STAKEHOLDERS
COO, CTO, Product Owner, 3 Development squads, Fleet & Operations, Sales and Marketing teams
COO, CTO, Product Owner, 3 Development squads, Fleet & Operations, Sales and Marketing teams
SUMMARY OF PROJECTS (Jump to)
Introduction & Context
Introduction & Context
Automated the courier training in the app and the internal management system
Automated the courier training in the app and the internal management system
Redesigning how we calculate Couriers' KPIs
Redesigning how we calculate Couriers' KPIs
Job Board revamp to increase Operations efficiency
Job Board revamp to increase Operations efficiency
Leveraging AI Chatbots: Enhancing Customer Service performance
Leveraging AI Chatbots: Enhancing Customer Service performance
2025 Projects leveraged by previous delivered features
2025 Projects leveraged by previous delivered features
Introduction & Context
As the solo Principal Product Designer, I led all design initiatives and actions from day 1
As the solo Principal Product Designer, I led all design initiatives and actions from day 1
Accountable for 33% of Product decisions and roadmap, along with the COO and PO
Accountable for 33% of Product decisions and roadmap, along with the COO and PO
Supported all 3 development squads (Customer, Courier and Marketplace)
Supported all 3 development squads (Customer, Courier and Marketplace)
Acting as a strategic collaborator with cross-functional teams
Acting as a strategic collaborator with cross-functional teams
Fast prototyper and adaptable to make the right trade-offs to achieve business goals with a user centred-approach
Fast prototyper and adaptable to make the right trade-offs to achieve business goals with a user centred-approach
In the past 2 years, my role has evolved from focusing on UI and creating scalable Design Systems to a more strategic position, where I now influence the product roadmap and overall strategy. Despite this shift, my core responsibility in UX remained unchanged—research continues to be at the heart of my work, guiding user-centred design decisions.
This blend of strategic insight and hands-on UX expertise allows me to contribute holistically to product development.
In the past 2 years, my role has evolved from focusing on UI and creating scalable Design Systems to a more strategic position, where I now influence the product roadmap and overall strategy. Despite this shift, my core responsibility in UX remained unchanged—research continues to be at the heart of my work, guiding user-centred design decisions.
This blend of strategic insight and hands-on UX expertise allows me to contribute holistically to product development.
🚀 On top of all projects highlighted below, I kept committed to performing constant research using the time and resources I had available as a part of my process. This is fundamental when collating insights from customers and couriers which are reflected in every decision I made.
🚀 On top of all projects highlighted below, I kept committed to performing constant research using the time and resources I had available as a part of my process. This is fundamental when collating insights from customers and couriers which are reflected in every decision I made.
🎯 I remain collecting constant feedback and iterating features, collecting edge cases, raising bugs, performing guerrilla usability testing, creating tasks, writing requirements in JIRA, and working closely to all 3 squads to improve the usability of all interfaces and enhance internal processes.
🎯 I remain collecting constant feedback and iterating features, collecting edge cases, raising bugs, performing guerrilla usability testing, creating tasks, writing requirements in JIRA, and working closely to all 3 squads to improve the usability of all interfaces and enhance internal processes.
🔬 I'm committed to continuous research for insights, by visiting customers, interviewing couriers, facilitating workshops, running sessions, and testing the app myself as an opportunity to keep testing and refining the platform in real-world conditions.
🔬 I'm committed to continuous research for insights, by visiting customers, interviewing couriers, facilitating workshops, running sessions, and testing the app myself as an opportunity to keep testing and refining the platform in real-world conditions.
How it started
3 Figma files
over-complicated and
poorly documented
No
integration with the front-end system
No
usability and accessibility principles
3 designers
3 Designers worked on 2 user interfaces without communicating, leading to inconsistent UX patterns, lack of visibility, and no design critique culture
Developers
excluded from feedback loops, resulting in siloed decision-making, no visibility and no shared goals or responsibilities
How it ended
Design
🤝
Development
Usability
🤝
Accessibility
Governance
🤝
Design System updates
Collaboration
🤝
Feedback loops
2023
FIRST HALF (2023)
Delivering two scalable Design Systems
Courier
Courier
Desktop/Mobile
Desktop/Mobile
Design System/UI
Design System/UI
Design System/UI
Customer
Customer
Customer
Courier
Courier
Desktop/Mobile
Desktop/Mobile
I was hired at a pivotal moment when both their user interfaces were being revamped to match the new branding.
I inherited three over-complicated, poorly documented Figma files, with interfaces lacking usability and accessibility principles. As a result, I successfully delivered two functioning interfaces on top of a scalable Design System for each one of them.
By the time I left, I had established clear documentation, implemented a practice of critique and governance, and initiated collaboration with engineering to make the design system a shared priority.
Timeline
Timeline
From auditing, explorations and testing to final designs in 4 months
From auditing, explorations and testing to final designs in 4 months
Stakeholders
Stakeholders
Front-end Developers & Product Owner
Front-end Developers & Product Owner
My role
My role
Planned and executed the entire re-design for the existing UI of both interfaces (Courier, mobile + Customer, mobile & web)
Planned and executed the entire re-design for the existing UI of both interfaces (Courier, mobile + Customer, mobile & web)
Impact
We immediately saw an increase in cohesion and decrease in rogue components, and a faster pace of iterative and early design work. The governance process I established created more opportunities for engineers and design to collaborate, getting early visibility into how the system was emerging across the product. This visibility expanded as we hired a dedicated front engineer and started to pull the visual system into code.
We immediately saw an increase in cohesion and decrease in rogue components, and a faster pace of iterative and early design work. The governance process I established created more opportunities for engineers and design to collaborate, getting early visibility into how the system was emerging across the product. This visibility expanded as we hired a dedicated front engineer and started to pull the visual system into code.
Approach
01.
Research & Discovery
Conducted a thorough audit of the existing systems by mapping all journeys for both interfaces
Led workshops with stakeholders to understand the main issues we had, from internal communication, lack of visibility and documentation, so we could improve our efficiency as a team
Interviewed customers and couriers (our users) to create some use cases which would guide me to make some core design decisions
Established clear design and accessibility principles which would also enhance overall usability
Conducted extensive competitive analysis to understand the logistics landscape
Collaborated with front-end engineers to catalog existing components and their required states
02.
Solution Validation
Conducted usability testing by creating interactive prototypes to validate components and user journeys. Some other key methodologies I used:
A/B testing
Card sorting to improve Information Architecture
User interviews
Contextual inquiries
Stakeholder feedback
Conducted usability testing by creating interactive prototypes to validate components and user journeys. Some other key methodologies I used:
A/B testing
Card sorting to improve Information Architecture
User interviews
Contextual inquiries
Stakeholder feedback
03.
Product Strategy & Design
Intensively iterative process, where I translated my entire research and feedback into actionable designs by:
Leading co-creation sessions with target users to refine workflows and integration requirements, ensuring seamless compatibility with existing processes
Critique and review: brought components to design critiques, so engineers had visibility into suggested permutations to provide early feedback.
Designing comprehensive user flows, wireframes, and high-fidelity prototypes to define the experience and interface for key features—iterating and improving based on feedback
Partnering with product leadership to shape the product vision, strategy, and roadmap
Intensively iterative process, where I translated my entire research and feedback into actionable designs by:
Leading co-creation sessions with target users to refine workflows and integration requirements, ensuring seamless compatibility with existing processes
Critique and review: brought components to design critiques, so engineers had visibility into suggested permutations to provide early feedback.
Designing comprehensive user flows, wireframes, and high-fidelity prototypes to define the experience and interface for key features—iterating and improving based on feedback
Partnering with product leadership to shape the product vision, strategy, and roadmap
04.
MVP Development & Iteration
Implemented a design system that ensured rapid, consistent and scalable UI development
Worked closely with development and QA teams to balance user needs with technical constraints, resolving any challenges in real time to keep project on track
Successfully shipped new versions of both platforms with core features that delivered immediate user value
Provided documentation to
Implemented a design system that ensured rapid, consistent and scalable UI development
Worked closely with development and QA teams to balance user needs with technical constraints, resolving any challenges in real time to keep project on track
Successfully shipped new versions of both platforms with core features that delivered immediate user value
Provided documentation to
05.
Testing & Optimisation
Created easy channels (like in-app feedback forms or surveys) for users to report issues and share thoughts on the new UI, so we could collect more feedback quickly
Created easy channels (like in-app feedback forms or surveys) for users to report issues and share thoughts on the new UI, so we could collect more feedback quickly
Outcomes
Delivered two scalable design systems, following consistent patterns and accessibility principles
Accelerated the creation, testing, and release of new features
Improved usability by addressing pain points from previous versions, optimising flows for future features on the roadmap
Created a feedback loop gathering ongoing feedback from users and stakeholders to continually refine the system
Established a single source of truth for developers
Implemented a more holistic design culture that encouraged constant collaboration, fostering innovation, and ultimately leading to better products
Boosted the team's confidence by making everyone feeling included and part of the process
Key Learnings
The success of a design system hinges on its invisible parts – how to use it, when to evolve it, and why it matters for the overall success of the team
The success of a design system hinges on its invisible parts – how to use it, when to evolve it, and why it matters for the overall success of the team
Implementing a completely new design is a challenging process, as users are used to the old UI and may not be familiar with the new branding and information architecture
Implementing a completely new design is a challenging process, as users are used to the old UI and may not be familiar with the new branding and information architecture
The most effective design systems include a shared vision between design and engineering, processes of governance for reviewing new variants and components, a joint roadmap of prioritised updates, a philosophy of critique, and documentation that extends past Figma components
The most effective design systems include a shared vision between design and engineering, processes of governance for reviewing new variants and components, a joint roadmap of prioritised updates, a philosophy of critique, and documentation that extends past Figma components
My experience helped me to put users' resistance to change and increased learning curve aside to make decisions that would be focused on improving usability over time
My experience helped me to put users' resistance to change and increased learning curve aside to make decisions that would be focused on improving usability over time
It made more obvious the importance of providing users with clear onboarding or tutorials to help them navigate the new interface and understand the changes
It made more obvious the importance of providing users with clear onboarding or tutorials to help them navigate the new interface and understand the changes
SECOND HALF (2023)
Revamping UX Content: Optimising onboarding and user journeys
Onboarding
Onboarding
UX Writing
UX Writing
Customer
Customer
Courier
Courier
Video editing
Video editing
Courier
Courier
Video editing
Video editing
Onboarding
Onboarding
UX Writing
UX Writing
Customer
Customer
Courier
Courier
Video editing
Video editing
As a result of the new Design Systems, I focused on the onboarding process for customers and couriers in both platforms. The aim was to improve the journey for first-time and recurring users, and to also reduce learning curve and users' resistance. Also, after the re-branding, we had to audit pre-existing content to ensure the visual language was consistent.
As a result of the new Design Systems, I focused on the onboarding process for customers and couriers in both platforms. The aim was to improve the journey for first-time and recurring users, and to also reduce learning curve and users' resistance. Also, after the re-branding, we had to audit pre-existing content to ensure the visual language was consistent.
Timeline
Timeline
2 months from auditing to full implementation
2 months from auditing to full implementation
Stakeholders
Stakeholders
Fleet & Operations teams, Product Owner, COO
Fleet & Operations teams, Product Owner, COO
My role
My role
I led the audit, creation and implementation of new onboarding and pre-existing content in both platforms
I led the audit, creation and implementation of new onboarding and pre-existing content in both platforms
Approach
01.
Research & Discovery
Conducted thorough audits of existing written content, such as 200+ articles and emails, to identify areas for improvement
Mapped out all current live emails to apply consistent visual language and tone of voice, so everything was aligned with the overall user journey, ensuring clarity and engagement
Discovery interviews & ran workshops with stakeholders to understand flaws of our internal processes and where the information gaps were
Conducted thorough audits of existing written content, such as 200+ articles and emails, to identify areas for improvement
Mapped out all current live emails to apply consistent visual language and tone of voice, so everything was aligned with the overall user journey, ensuring clarity and engagement
Discovery interviews & ran workshops with stakeholders to understand flaws of our internal processes and where the information gaps were
02.
Solution
Re-wrote articles and emails, getting rid of unnecessary or duplicated content
Created videos to support written content
Re-wrote articles and emails, getting rid of unnecessary or duplicated content
Created videos to support written content
Outcomes
Through this holistic approach—combining written content, visuals, and multimedia—the onboarding experience was enhanced, making it more intuitive and effective for users
Through this holistic approach—combining written content, visuals, and multimedia—the onboarding experience was enhanced, making it more intuitive and effective for users
Increased the efficiency and speed of how users could find the answer they were looking for, decreasing the need of internal manual intervention from the Customer Support team
Increased the efficiency and speed of how users could find the answer they were looking for, decreasing the need of internal manual intervention from the Customer Support team
Decreased the manual intervention needed to onboard a courier
Decreased the manual intervention needed to onboard a courier
Reduced the amount of written content to make them more accessible
Reduced the amount of written content to make them more accessible
Created and edited videos to complement these resources, providing a more dynamic and engaging way to onboard users
Created and edited videos to complement these resources, providing a more dynamic and engaging way to onboard users
Ensured pre-existing content was matching the new visual language and tone of voice
Ensured pre-existing content was matching the new visual language and tone of voice
Created new templates and added documentation with guidelines for future content
Created new templates and added documentation with guidelines for future content
2024
FIRST QUARTER (2024)
Primary/Secondary accounts & Working Status changes
0 ➔ 1 Feature
0 ➔ 1 Feature
0 ➔ 1 Feature
Courier
Courier
Courier
Mobile
Mobile
Mobile
There were 2 parts in this process:
In February 2021, the UK Supreme Court ruled that Uber drivers are workers, not self-employed contractors, granting them rights such as minimum wage, paid holidays, and rest breaks. This decision has prompted businesses to reevaluate their gig worker arrangements and clarified how tribunals should address status questions.
The "Right of Substitution" is a legal requirement that supports contracts for project completion, rather than for an individual’s services. This allows another person to take over if needed, impacting couriers hired as self-employed.
In response to growing legal cases around how companies contract couriers, we implemented a major change to the platform.
There were 2 parts in this process:
In February 2021, the UK Supreme Court ruled that Uber drivers are workers, not self-employed contractors, granting them rights such as minimum wage, paid holidays, and rest breaks. This decision has prompted businesses to reevaluate their gig worker arrangements and clarified how tribunals should address status questions.
The "Right of Substitution" is a legal requirement that supports contracts for project completion, rather than for an individual’s services. This allows another person to take over if needed, impacting couriers hired as self-employed.
In response to growing legal cases around how companies contract couriers, we implemented a major change to the platform.
Timeline
Timeline
5 months, from gathering initial legal requirements to full implementation of mobile flows in the app
5 months, from gathering initial legal requirements to full implementation of mobile flows in the app
Stakeholders
Stakeholders
Legal team, COO, Product Owner, CFO
Legal team, COO, Product Owner, CFO
My role
My role
Led the process from discovery and legal requirement validation to the full implementation of all three account types and their respective user flows.
Led the process from discovery and legal requirement validation to the full implementation of all three account types and their respective user flows.
Approach
01.
Research & Discovery
Led workshops with the legal team, CTO, and COO during discovery phase
Created and validated user flows with the legal team
Prototyped three new courier account profiles: Primary-Independent Contractor, Primary-Worker, and Secondary
Implemented all user flows, including sign-up and onboarding for each account type
Led workshops with the legal team, CTO, and COO during discovery phase
Created and validated user flows with the legal team
Prototyped three new courier account profiles: Primary-Independent Contractor, Primary-Worker, and Secondary
Implemented all user flows, including sign-up and onboarding for each account type
02.
Solution
Created clear distinctions between the two account types in terms of roles, permissions, and access levels
Identified which features are exclusive to each account type
Delivered distinct sign-up flows for each account type
Collaborated with the legal team to create and validate compliant copy
Created clear distinctions between the two account types in terms of roles, permissions, and access levels
Identified which features are exclusive to each account type
Delivered distinct sign-up flows for each account type
Collaborated with the legal team to create and validate compliant copy
03.
Development & Iteration
Worked with the development team to implement access control at a granular level, ensuring that certain parts of the system are restricted based on the user's account type
Conducted user testing to ensure the distinction between account types is clear and effective
After gathering feedback from users, refine the account structures, permissions, and UI flows to address any confusion, improve usability, and add features that better serve each user type.
Worked with the development team to implement access control at a granular level, ensuring that certain parts of the system are restricted based on the user's account type
Conducted user testing to ensure the distinction between account types is clear and effective
After gathering feedback from users, refine the account structures, permissions, and UI flows to address any confusion, improve usability, and add features that better serve each user type.
Outcomes
Ensured protection from lawsuits and legal claims by formalising different contract types
Ensured protection from lawsuits and legal claims by formalising different contract types
Established Primary and Secondary accounts as a foundation for future Fleets expansion, allowing Primary accounts to assign jobs and invite Secondary accounts to create their own fleet system
Established Primary and Secondary accounts as a foundation for future Fleets expansion, allowing Primary accounts to assign jobs and invite Secondary accounts to create their own fleet system
Feature segmentation of each account type, avoiding overloading regular users with features that are irrelevant to their goals
Feature segmentation of each account type, avoiding overloading regular users with features that are irrelevant to their goals
Created tailored onboarding experiences for each account type to reflect different permissions and calculations for their earnings (reflecting holiday pay and pension contributions)
Created tailored onboarding experiences for each account type to reflect different permissions and calculations for their earnings (reflecting holiday pay and pension contributions)
We were able to track how different account types were engaging with the app
We were able to track how different account types were engaging with the app
SECOND QUARTER (2024)
Redesigning how we calculate couriers' KPIs
Feature re-design
Feature re-design
Feature re-design
Courier
Courier
Courier
Mobile
Mobile
Mobile
The previous KPIs were misleading and couriers couldn’t understand what they meant (using metrics like “Popularity” or “Engagement”). The terminology used was hard to understand, as most users don’t have English as their primary language. The concepts were based on 5 different metrics, and their feedback was mainly about the system being “confusing” and “unfair”.
The previous KPIs were misleading and couriers couldn’t understand what they meant (using metrics like “Popularity” or “Engagement”). The terminology used was hard to understand, as most users don’t have English as their primary language. The concepts were based on 5 different metrics, and their feedback was mainly about the system being “confusing” and “unfair”.
Timeline
Timeline
1.5 months
1.5 months
Stakeholders
Stakeholders
Courier app squad, Fleet & Operations teams, Product Owner
Courier app squad, Fleet & Operations teams, Product Owner
My role
My role
Worked closely with the Fleet Lead to re-defined the calculation, define the new main metrics and validate them against our database and users.
Worked closely with the Fleet Lead to re-defined the calculation, define the new main metrics and validate them against our database and users.
Approach
01.
Research & Discovery
Led workshops with the legal team, CTO, and COO during discovery phase
Created and validated user flows with the legal team
Prototyped three new courier account profiles: Primary-Independent Contractor, Primary-Worker, and Secondary
Implemented all user flows, including sign-up and onboarding for each account type
Led workshops with the legal team, CTO, and COO during discovery phase
Created and validated user flows with the legal team
Prototyped three new courier account profiles: Primary-Independent Contractor, Primary-Worker, and Secondary
Implemented all user flows, including sign-up and onboarding for each account type
02.
Solution
Created clear distinctions between the two account types in terms of roles, permissions, and access levels
Identified which features are exclusive to each account type
Delivered distinct sign-up flows for each account type
Collaborated with the legal team to create and validate compliant copy
Created clear distinctions between the two account types in terms of roles, permissions, and access levels
Identified which features are exclusive to each account type
Delivered distinct sign-up flows for each account type
Collaborated with the legal team to create and validate compliant copy
03.
Development & Iteration
Worked with the development team to implement access control at a granular level, ensuring that certain parts of the system are restricted based on the user's account type
Conducted user testing to ensure the distinction between account types is clear and effective
After gathering feedback from users, refine the account structures, permissions, and UI flows to address any confusion, improve usability, and add features that better serve each user type.
Worked with the development team to implement access control at a granular level, ensuring that certain parts of the system are restricted based on the user's account type
Conducted user testing to ensure the distinction between account types is clear and effective
After gathering feedback from users, refine the account structures, permissions, and UI flows to address any confusion, improve usability, and add features that better serve each user type.
Outcomes
Improved user understanding of KPIs and how to enhance them, which impacted directly on the service provided
Improved user understanding of KPIs and how to enhance them, which impacted directly on the service provided
Strengthened the relationship between couriers and customers, as they were asking to be reviewed directly
Strengthened the relationship between couriers and customers, as they were asking to be reviewed directly
Raised service quality and increased on-time deliveries
Raised service quality and increased on-time deliveries
THIRD QUARTER (2024)
Job Board revamp to increase Operations efficiency
Re-design
Re-design
Re-design
Operations
Operations
Operations
Back-Office
Back-Office
Back-Office
The job board is the main interface for the Operations team to monitor live and upcoming jobs. They are our main stakeholders in the business as they are the main point of contact between the customer and couriers, being the main source of knowledge about what happens in the filed on a daily basis.
The job board is the main interface for the Operations team to monitor live and upcoming jobs. They are our main stakeholders in the business as they are the main point of contact between the customer and couriers, being the main source of knowledge about what happens in the filed on a daily basis.
Timeline
Timeline
2.5 months
2.5 months
Stakeholders
Stakeholders
Operations team (12 members), Product Owner
Operations team (12 members), Product Owner
My role
My role
Led discovery workshops and designed the new interface, writing documentation, refining requirements, and slicing the epics with developers until full implementation of light and dark mode (which was never done before).
Led discovery workshops and designed the new interface, writing documentation, refining requirements, and slicing the epics with developers until full implementation of light and dark mode (which was never done before).
Approach
01.
Research & Discovery
Interviewed stakeholders individually to understand their needs and pain points
Collect initial functional requirements from the stakeholders
Mapped out existing workflows and identified areas that needed improvement or were causing bottlenecks
Performed multiple task analysis to understand what specific tasks users were trying to accomplish and how they were completing those tasks
Observed stakeholders interacting with the current job board to take notes on behaviours they couldn't name or describe
Focused on the most important flows (e.g. cancelling a job, adding waiting time, changing vehicle type and deadlines) when streamlining the journeys
After collating insights, conducted a series of workshops with stakeholders (split into groups of 4 to avoid biased feedback) focusing on card sorting activities, to understand how they would group information
Interviewed stakeholders individually to understand their needs and pain points
Collect initial functional requirements from the stakeholders
Mapped out existing workflows and identified areas that needed improvement or were causing bottlenecks
Performed multiple task analysis to understand what specific tasks users were trying to accomplish and how they were completing those tasks
Observed stakeholders interacting with the current job board to take notes on behaviours they couldn't name or describe
Focused on the most important flows (e.g. cancelling a job, adding waiting time, changing vehicle type and deadlines) when streamlining the journeys
After collating insights, conducted a series of workshops with stakeholders (split into groups of 4 to avoid biased feedback) focusing on card sorting activities, to understand how they would group information
02.
Solution Validation
Create low-fidelity wireframes to visualise the new layout and structure, focusing on functionality
Conducted usability testing sessions with stakeholders to validate assumptions and gather feedback
Kept consistent feedback loops to make iterative improvements
Captured both qualitative feedback (how users feel about the design) and quantitative data (e.g. task completion time, error rates)
Create low-fidelity wireframes to visualise the new layout and structure, focusing on functionality
Conducted usability testing sessions with stakeholders to validate assumptions and gather feedback
Kept consistent feedback loops to make iterative improvements
Captured both qualitative feedback (how users feel about the design) and quantitative data (e.g. task completion time, error rates)
03.
Development & Iteration
Worked closely with developers to ensure that the UI is technically feasible and integrates well with the backend systems, databases, or other internal tools
Rolled out the new UI to a small group of internal users for further feedback to catch any issues that were missed during testing
Provided training sessions and documentation to help internal teams adapt to the new interface
Offer continuous support during the transition, allowing users to report any issues or difficulties they encounter
Monitored how users were interacting with the system, using analytics tools to track usage patterns and task completion rates
Worked closely with developers to ensure that the UI is technically feasible and integrates well with the backend systems, databases, or other internal tools
Rolled out the new UI to a small group of internal users for further feedback to catch any issues that were missed during testing
Provided training sessions and documentation to help internal teams adapt to the new interface
Offer continuous support during the transition, allowing users to report any issues or difficulties they encounter
Monitored how users were interacting with the system, using analytics tools to track usage patterns and task completion rates
Outcomes
Increased the Operations team's efficiency and productivity, by adding improved filtering systems, cleaning up unnecessary data, reducing cognitive load and adding new calculations (e.g. price per mile) which speeded up the manual price change and decision process
Increased the Operations team's efficiency and productivity, by adding improved filtering systems, cleaning up unnecessary data, reducing cognitive load and adding new calculations (e.g. price per mile) which speeded up the manual price change and decision process
Implemented dark-mode version, being the first feature in the Back-Office to provide this option - a really big ask from users as they monitor a lot of information for multiple hours every day, and some team members with visual impairments also benefited from it
Implemented dark-mode version, being the first feature in the Back-Office to provide this option - a really big ask from users as they monitor a lot of information for multiple hours every day, and some team members with visual impairments also benefited from it
The re-design was scalable and prepared the team for a heavy use of the interface when increased volumes during peak seasons were arising
The re-design was scalable and prepared the team for a heavy use of the interface when increased volumes during peak seasons were arising
It was also an opportunity to make some core changes in the Back-Office, which improved the performance of the job board by decreasing the loading/updating time
It was also an opportunity to make some core changes in the Back-Office, which improved the performance of the job board by decreasing the loading/updating time
THIRD QUARTER (2024)
Automated the courier training in the app and the internal management system
Desktop/Mobile
Desktop/Mobile
Back-Office integration
Back-Office integration
Courier
Courier
0 ➔ 1 Feature
0 ➔ 1 Feature
0 ➔ 1 Feature
Courier
Courier
Back-Office integration
Back-Office integration
Desktop/Mobile
Desktop/Mobile
Back-Office integration
Back-Office integration
Implemented a training feature in the app, automating the way couriers learn and how we track their knowledge progress to increase service efficiency and quality.
Implemented a training feature in the app, automating the way couriers learn and how we track their knowledge progress to increase service efficiency and quality.
Timeline
Timeline
2 months
2 months
Stakeholders
Stakeholders
Fleet Lead, Courier app squad
Fleet Lead, Courier app squad
My role
My role
Led the entire process, from discovery to delivery of a new feature in the Back-Office and the automation of training modules inside the app.
Led the entire process, from discovery to delivery of a new feature in the Back-Office and the automation of training modules inside the app.
Approach
01.
Research & Discovery
Audited existing training forms across Intercom articles
Led workshops with the Fleet team to define the ideal training management journey in the Back-Office
Prototyped and validated a feature to automate and assign training based on courier categories, vehicle types, or regions
Audited existing training forms across Intercom articles
Led workshops with the Fleet team to define the ideal training management journey in the Back-Office
Prototyped and validated a feature to automate and assign training based on courier categories, vehicle types, or regions
02.
Solution
Collaborated with the development team to integrate Typeform within the app
Audited and re-wrote Intercom articles linking to Typeform trainings
Streamlined and simplified content to create more engaging training modules
Re-wrote all training modules and kept them regularly updated
Collaborated with the development team to integrate Typeform within the app
Audited and re-wrote Intercom articles linking to Typeform trainings
Streamlined and simplified content to create more engaging training modules
Re-wrote all training modules and kept them regularly updated
Outcomes
Automation of training modules inside the app, so new trainings can easily be created and edited for a quick turnaround
Automation of training modules inside the app, so new trainings can easily be created and edited for a quick turnaround
47% increased awareness of training among couriers
47% increased awareness of training among couriers
97% of couriers have completed all training modules (in comparison to an average of 30% previously)
97% of couriers have completed all training modules (in comparison to an average of 30% previously)
Training reflecting completion keeping our back-end updated in real time
Training reflecting completion keeping our back-end updated in real time
LAST QUARTER (2024)
Leveraging AI Chatbots: Enhancing Customer Service performance
Courier
Courier
Desktop/Mobile
Desktop/Mobile
Design System/UI
Design System/UI
Design System/UI
Customer
Customer
Customer
Courier
Courier
Desktop/Mobile
Desktop/Mobile
The main goal was to automate repetitive tasks, so the chatbot could handle tasks that are manual and time-consuming for the Operations team, reducing the need for manual intervention, improving service efficiency.
The main goal was to automate repetitive tasks, so the chatbot could handle tasks that are manual and time-consuming for the Operations team, reducing the need for manual intervention, improving service efficiency.
Timeline
Timeline
2 months from implementation to fine-tuning and launch to customers
2 months from implementation to fine-tuning and launch to customers
Stakeholders
Stakeholders
CTO, Development team, Product Owner
CTO, Development team, Product Owner
My role
My role
Helped with the fine-tuning process and training the AI bot
Helped with the fine-tuning process and training the AI bot
Approach
01.
Research & Discovery
Performed research along with the Product Owner and CTO to understand how to provide context to train the chatbot
Collated all internal and external written content (website, Notion pages, documentation, Intercom articles)
Created a knowledge base to start testing
Gathered data from the back-end to identify the main types of tasks or queries the chatbot would handle
Performed research along with the Product Owner and CTO to understand how to provide context to train the chatbot
Collated all internal and external written content (website, Notion pages, documentation, Intercom articles)
Created a knowledge base to start testing
Gathered data from the back-end to identify the main types of tasks or queries the chatbot would handle
02.
Solution
Defined clear boundaries for what the chatbot can and cannot do
Mapped out the conversation flow, scripting how the chatbot will respond to various user inputs and how to keep the conversation going
Designed fallback paths for when the chatbot doesn't understand the query or the user needs to escalate the issue to a human
Helped to fine-tune and iterate the chatbot responses, tweaking the content provided for training
Defined clear boundaries for what the chatbot can and cannot do
Mapped out the conversation flow, scripting how the chatbot will respond to various user inputs and how to keep the conversation going
Designed fallback paths for when the chatbot doesn't understand the query or the user needs to escalate the issue to a human
Helped to fine-tune and iterate the chatbot responses, tweaking the content provided for training
Outcomes
Assisted the development team to deliver the MVP of a chatbot
Assisted the development team to deliver the MVP of a chatbot
Reduced significantly the manual interactions from the Operations team, with providing updates required by users (e.g. couriers' ETAs, job updates, job statuses, delivery deadlines, courier information, quoting and cancellations)
Reduced significantly the manual interactions from the Operations team, with providing updates required by users (e.g. couriers' ETAs, job updates, job statuses, delivery deadlines, courier information, quoting and cancellations)
2025
(WIP PROJECTS)
Customer onboarding
Customer onboarding
Fleet scale-up
Fleet scale-up
AI automation
AI automation
AI automation
0 ➔ 1
0 ➔ 1
Growth
Growth
Fleet scale-up
Fleet scale-up
Customer onboarding
Customer onboarding
Growth
Growth
0 ➔ 1
0 ➔ 1
As a result from all the efforts above related to research, testing, iteration and implementation of new features, further growth-related projects are currently ongoing to increase revenue, expand fleets, and boost couriers' performance to improve the service.
As a result from all the efforts above related to research, testing, iteration and implementation of new features, further growth-related projects are currently ongoing to increase revenue, expand fleets, and boost couriers' performance to improve the service.
