Clunky
to CUTTING-EDGE
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Diego is a restaurant manager.
He has just finished a busy Friday night, and now he has to figure out how to split the tips among his staff. That $20 tip on table 7 needs to be divided between the server, the bartender who crafted those fancy cocktails, and the busser who kept the tables clean. Now multiply that by dozens of employees and hundreds of transactions every shift. Suddenly, that simple tip is a massive headache for Diego.
What should take 5 minutes has now taken Diego 5 hours.
Evention's Tips+Gratuities software is supposed to automate tip calculations for him, but its outdated UI and poor UX frustrate Diego like no other.
Data is tucked away under several dropdowns, often hiding the info that’s most important for him to complete his job...
…Overwhelming descriptions attempt to compensate for clunky and unintuitive user flows…
…And then there’s this page…which Diego has no idea how to decipher.
Meanwhile, Evention is feeling its own pains.
They’re realizing the dated design and code structure of its software is hindering scaling! They want to grow their revenue, but changes are needed in order to stay competitive in the market.
The Implementation team has to individually set up clients using a network of complicated tabs.
This makes large corporate rollouts extremely time-consuming and unfeasible long-term.
And so, both parties are experiencing challenges because of the current interface and user experience.
Here comes the product design team!
Through conversations with users like Diego, internal focus groups, and user behavior analyzations, our team was able to reimagine a new experience.
I conducted several interviews and feedback sessions to uncover the pain points faced by both external and internal users. With the design team only being around for a couple years, I had to additionally pioneer new processes to unlock UX work, such as creating our first research plans, scheduling external interviews, and setting the example for focus groups with other departments.
We conducted several rounds of feedback and iteration.
This process taught me a lot about how I approach showcasing my designs. I’m the first person to toss my design to the wayside if internal or external users tell me it won’t provide value. (After all, the users are who we’re designing for right?) However, I had to remind myself that the company and its users have been leveraging a system that has looked the same for the past 12 years. I learned that sometimes I am the one with the fresh eyes that are needed to reimagine something better. And in those situations, you have to go to bat for your own designs, even internally.
A/B testing images
dashboard experience reasoning and flow
We collaborated closely with Development and Product.
The road to the MVP involved close collaboration with the Product and Development teams. In order to create this new experience and interface, Product had to shift to a more structured backlog prioritization, Development had to shift to using React, and our Design team had to shift to a completely new design system. None of these pieces could work on their own if we wanted to successfully deliver.
Going to Market
It all begins with an idea. Maybe you want to launch a business.
Reception
After releasing the Dashboard, we were immediately met with positive feedback from one of our largest clients, Marriott.
Product, Dev, Design. Name a better trio.
This process taught me a lot about how I approach showcasing my designs. I’m the first person to toss my design to the wayside if internal or external users tell me it won’t provide value. (After all, the users are who we’re designing for right?) However, I had to remind myself that the company and its users have been leveraging a system that has looked the same for the past 12 years. I learned that sometimes I am the one with the fresh eyes that are needed to reimagine something better. And in those situations, you have to go to bat for your own designs, even internally.