Home Graphics UX/UI Motion Graphics About Me The Breakdown journey had been designed several years ago as an experimental approach intended to feel more user-friendly. However, the design ultimately led to a drop in conversion rates and was subsequently deprioritised. The journey remained on hold for an extended period, awaiting a comprehensive rework.
I was tasked with redesigning the journey in to make it flow easier for users which meant a ground up rebuild.
I began by analysing the existing journey to identify gaps. The primary issue was immediately clear: the journey was too slow, with only one question per page. I documented my findings and validated them against MouseFlow data. Building the web journey from scratch required close collaboration with developers to ensure feasibility. After completing the web version, I made targeted refinements before moving to mobile. The mobile design received CEO approval and is slated for development later this year.
Several user journeys were seeing declining conversion rates. My role was to investigate where users were struggling and why. I conducted analysis to uncover friction points, then developed actionable recommendations to reduce effort, clarify next steps, and better support users in completing their goals.
I helped by identifying user friction points and making targeted recommendations to reduce effort. I analysed where users were struggling and why, prioritising the most critical issues. I also developed suggestion for UI elements or copy to make it easier for users.
I was brought on to address declining conversion rates across several user journeys. As there was no in-house designer, the team needed someone who could champion the user's perspective identifying pain points and recommending solutions grounded in user behaviour.
My first assignment was the Temporary Car Insurance journey. Drawing on significant prior experience with this specific user base from my previous role, I moved quickly. I created a lightweight user persona to align stakeholders on who we were designing for, then spent substantial time in MouseFlow identifying friction points and drop-off triggers that might cause users to abandon the journey.
I synthesized my findings into a UX Audit, which included a coded recommendation system to support Developers and Product Managers in prioritising and implementing changes. I then presented my findings in a cross-functional meeting, ensuring every recommendation was backed by clear reasoning.
Following that, I moved on to the Breakdown Car Journey. This journey was not initially a priority, but conversion rates continued to decline over time. I applied the same methodology—creating a user persona, using MouseFlow to diagnose issues, and delivering a UX Audit. The key difference this time was the addition of design recommendations. After discussing with the Product Manager, we agreed this journey required more hands-on design support to address deeper usability issues.
We were tasked with finding out more about our customer base and how they feel about insurance in general. 1) To improve our understanding of our customer base2) To see if there are any gaps with our product offerings
I joined the team to contribute to UX design and research, allowing me to apply my skills while expanding my knowledge in the field. My role involved supporting user interviews, participating in ideation workshops, and organising research documentation to ensure insights were effectively captured and accessible.
There was discussion of forming small break-off team outside of our usual cross-functional teams to help us better understand our customers and to see if our customer base had any interest in products outside of what we already offer. I expressed my interest in the team early on as I have a deep interest in UX research and design and wanted to further understand our customer base.
We started out with some assumption mapping as a starting point for our research. We then went on to make a customer milestone timeline to help identify any pain points to see if we could offer a product to support them in that time.
Leading from the assumption mapping, I wanted further clarification on the age range of our customers, as I felt the formative years of early adult life can drastically vary from year to year. The base we were aiming to capture is 17-21, but we didn’t have any concrete proof for that. I put together a quick Typeform survey just to see what age range our customer base is.
I realised early on a lot of assumptions we were making were about the age range of our customers. The base we are aiming to capture is 17-21, but we didn’t have any concrete proof for that. I put together a quick Typeform survey just to see what age range our customer base is.
With this new knowledge we attempted to get sign-ups for customer interviews. We had a few, but we weren’t receiving the volume we were hoping for. I had the idea to just take to the streets armed with Costa vouchers for people who would talk to us, and we put those key points into Miro. I also consolidated all of our work into a single Miro board so that we don't have to search for it all the time.
With Veygo transitioning from startup to scale-up, we felt it was the right time to implement a design system. It has been in discussions for some time, but it was quite hard to prioritise with other things in our backlog. We determined that with new products in the pipeline, now is the time to develop a design system that fits within Veygo.
I helped by selling the concept of the Design System to senior management alongside working with all the designers on our team, making vital decisions such whether we would make it from scratch or use and out of the box system. I also made Roadmap for the design system, which is helping us sort out implementation & sort feedback loops. Finally I worked on Documentation for the system.
Initially we did an audit to determine if that was the best time for us to start work on a design system, following a rebrand and a longer design sprint in which two new products were conceptualised. We thought it was the best time to start work on a design system.
Then we moved on to creating the design system's foundation tokens. We started with the colour tokens, using the brand colours along with some additional UI-centric colours as a base to build out all the foundation colours using percentages.
We worked on spacing, padding & typography until we were satisfied with the foundation tokens. Following that, we considered what it would take to build all of the components from scratch, as well as the load it would have on the developers. We wanted to look for a lean approach as we wanted to minimise tech debt for the devs. So we looked into different options before settling on a pre-built design system to which we could add our foundation tokens to.
We landed on Shadcn after some research; it contained many of the components we required as well as some extras. We would still have to build out a few components and patterns, but it provided us with a good start.
