SoftExpert is a B2B software company, with more than 35 products on a single platform. Initially in Delphi, it moved to the web with the same features and functionality. After starting cloud service offerings, more and more customers sent feedback regarding the complexity of the system. Assessing this scenario, the technology director invited me to start the design process at the company, a 5-year journey with lots of learnings.
We started with heuristic analysis and user tests, inviting developers and analysts to participate, as observers. Thus, we had the buy-in of the technical part to improve the product.
With the evolution of the area and the increase in the number of designers, I had another great learning: the management and construction of a design team, from hiring to mentoring and allocation in projects. From that point onwards I became the head of design in the company.
Another great exercise was to start, in parallel, a revolution in the main interface of the system. This, after being presented and validated with the user, became the new standard of the suite.
One of the biggest contributions I was able to bring was to establish a user-centered design mentality. Today the company validates its concepts, does research and brings its end users to the table, not only internally.
In addition, areas of the company - that are not directly focused on the product - requested our design team to facilitate workshops to solve or understand problems, such as sales, legal and support. This attests that the design has shown its value and took its "place at the table".
As long as, throughout the process, I led a pilot team of the agile methodology (Scrum) as PO and we quickly failed in our first delivery, we reevaluated, repeated and delivered a better product. That was another lesson that the company has learned and today the development cycle - which took 2 years per release - delivers more features on a quarterly basis and increases customer satisfaction in an agile way and with high-value delivery
See a lecture ↗ where I told this story and here the slides↗.
The new interfaces were evaluated and tested in various ways, such as the number of clicks, context changes in modes, tabs, the time of execution of a task, among others.
After some projects delivered, there was a need for restructuring the platform and their interactions. This new paradigm brought doubts and questions that needed to be validated, as well as work to convince internal stakeholders.
In the video, on the side, we can see one of the comparisons made between the existing screen and the new proposal. This exercise demonstrates to stakeholders that we can think of interactions in other ways, making it easier for users.