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Phygital experience design for a leading global tech event
This project is under NDA (Non-Disclosure Agreement)
The design process is explained generally to protect sensitive company and project information. All screens and texts have been modified and bear no resemblance to the original work.
Overview
This was an event-focused project within a multinational technology company, designed to streamline the presentation of case studies, demos, and products to clients during industry events.
For this initiative, the company was set to participate as an exhibitor at one of the largest global events in the sector, engaging with high-value clients while competing for space, time, and attention against other major tech giants in the ''AI race''.
Role
UX/UI Designer Analyst | Internal Role at a Multinational Company
Time
1.5 months (June, August–September 2024)
Focus
Strategy and roadmap, user research, journey, flow-scenario, heuristic analysis, lo-fi/hi-fi wireframes, usability test, metrics and new solutions.
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Problem anticipation
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05
New innovative rooms
Briefing
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Initial briefing
The briefing was to enhance a system for salespeople to present demos and use cases at events with minimal UI changes and quick updates for marketing and sales, reducing project delivery time.
How teams worked
In 2024, I joined the project as the sole UX designer in a team of developers and marketing professionals (stakeholders) with no prior UX experience. The team included two developers, a PO, a PM, a QA and a manager. In my third solo UX role at the company, I led all design thinking phases end-to-end (Handoff and testing) defined objectives, metrics, the ux roadmap (scope and priorization), the future vision and strategy.
What was my role?
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Understand the briefing, objectives, and success metrics, and gather relevant data and information.
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Learn how to design for a 4K OLED touchscreen kiosk.
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Identify business and technology constraints (e.g., iframes and CMS limitations).
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Define the roadmap, prioritize tasks, and establish the project scope.
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Conduct qualitative research with sales and marketing teams.
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Map existing materials related to the old system and the event, user and employee journey, sitemaps, flows, and processes.
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Perform competitive analysis.
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Develop the information architecture by creating a new user flow and sitemap.
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Design wireframes, evolving from low to high fidelity and developer's handoff
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Conduct heuristic analysis
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Run screen tests on the actual device.
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Analyze and establish key performance metrics.
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Plan future iterations and explore new ideas.​​​
Process
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Roadmap creation
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* It cannot be shown due to the confidentiality agreement.
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Problems
Briefing suddenly change
The event team reached out to us in August, urgently requesting the project to be ready as soon as possible for an upcoming major event.
Lack of visibility
Challenges in accessing information, identifying key people, and dealing with communication delays.
Excessive Bureaucracy
Numerous back-and-forths for approval and redesign involving multiple decision-makers among event stakeholders.
Team with limited UX knowledge
There was difficulty working with the team, they had never worked with UX before.
02
Problem anticipation
The roadmap anticipated delays, and prioritizing the "new" goal allowed us to finish ahead of the deadline while providing an opportunity to solidly implement UX processes.
Solution
Priorization for the new briefing
Marketing urgently needed a solution for October. With a tight deadline, I had to assess user, business, and technical limitations to establish a clear project scope. Consequently, I decided to prioritize this specific event while staying open to creating a scalable solution for future events.
A roadmap that anticipated delays
Mid-June: Empathy, definition, and mapping of existing materials/information.
August-September: Ideation, information architecture + prototyping, live coding by developers, and design delivery.
September-October: Device testing, metric analysis, future planning. Revisions and adjustments requested by marketing, developers, QA, and event coordinators.
00
New innovative rooms
End-to-end UX process that they had never experienced before, it was the first step towards a larger change we made after. Although it wasn’t an innovative room, it paved the way for all the others.
"Actually, I just wanted to take a moment to thank you for the work you're doing on the project. It's a level of UX that no one is used to."
- Project PM
Qualitative research
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* It cannot be shown due to the confidentiality agreement.
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Problems
Resistance to research
At first, stakeholders preferred not to proceed with research, shadowing, or usability testing with the sales team.
Journey unclear
The event broader ecosystem, the other devices at the booth, and the overall goal of the event, including the user journey and final destination, were unclear.
Decisions based on intuition
There was no clarity on whether data collection methods were in place to measure or understand the user's journey and its alignment with the final objective.
Employee Journey
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* It cannot be shown due to the confidentiality agreement.
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Solution
Short research, big impact
Despite stakeholder resistance, at least we successfully conducted the research with the minimum required participants: 3 from sales and 3 from marketing stakeholders.
Identifying the gaps
I divided the employee journey into three main stages: pre-event, during the event, and post-event. With everything mapped out (problems, needs, and solutions), I was able to identify both specific and broader issues.
Envisioning the big picture
To understand the entire big picture journey in detail (how the event worked, the personas, how data was collected, whether we had access to it, how the other devices at the event functioned, among others), I researched extensively on the event's website, analyzed the flow processes, and contacted several people to request additional information and materials about the booth.
User Journey
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* It cannot be shown due to the confidentiality agreement.
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Discovery
Misaligned Expectations
The interview revealed that the expectations and storytelling of the marketing team did not align with the sales team's pain points, needs, or those of the user/client.
No integration, no follow -up
Additionally, there was no solid integration or follow-up with the client, nor access to their data, either from the event as a whole or the booth specifically.
Data not collected
During the mapping process and by gathering information from the right people, I realized that no data was collected throughout the user's journey at the booth. The follow-up was lacking due to not directing the user to the right place and a database error.
Disconected experiences
Apparently, the devices at the event were developed by different teams, and there was no overall vision connecting the product, objectives, metrics, and data flow.
04
Problem anticipation
Research and journey mapping helped us identify several issues, including the lack of data collection, which impacted integration and follow-ups between internal and external processes for a long time, leading to disconnected experiences and unmet expectations.
02
New innovative rooms
An opportunity for new ideas that would bring integration and follow-up, connecting the entire user journey in documented future versions of the project.
Additionally, uncovering the failure in data collection allowed us to demonstrate to stakeholders the importance of this stage in the journey. Later on, this discovery enabled us to develop an entirely new product.
"I think it is a great idea Yasmin (...) My suggestion would be to work out an optimal journey for project x (other project I was working too) first where we can have more control/ impact and then see whether it can be applied elsewhere.’’
- Digital marketing leader
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User flow as is
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* It cannot be shown due to the confidentiality agreement.
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Problems
Zero prior documentation
No research or analysis was conducted with the seller or user on the previous device/interface. There was no workflow, no documentation, and system access was delayed. The interface was rigid, lacking modularity and scalability.
Broken experience
Some scenarios and flows were unclear, affecting usability and ergonomics. CTAs were too far for the sellers' arms, QR codes were hard to detect, and the information architecture required extra clicks to access content, with infinite loops. There's no page identification and other issues.
Misleading metrics
The metrics created in the past was completely wrong due to a lack of understanding of how the seller used the device. One example is "page views," but our research revealed that sellers were going back and forth between pages with just one customer, as their behavior was not linear, among other issues.
Unfamiliar device
I didn't know how to design the experience and interface for such a large device and how it would affect the user and their experience.
Sitemap as is
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* It cannot be shown due to the confidentiality agreement.
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Solution
Map Everything
By mapping the entire information architecture, flows, and sitemap, I identified friction points in the interface and experience, enabling precise adjustments. Additionally, all new mappings were properly documented for future adjustments.
Connect IA with research
Understanding the information architecture revealed similarities between research findings and interface issues, showing their interconnections. For example, salespeople needed concise, customizable narratives for each client, but the interface had rigid, linear journeys that didn’t support dynamic conversations.
Heuristic analysis
I conducted a heuristic analysis to identify necessary changes. I also analyzed human-computer interaction and ergonomics between the seller and user during presentations through studies and articles.
New metrics
We tried to identify which metrics we could collect for now without requiring much effort from the developers or major implementations.
Understanding the ''new'' device
I researched how other designers dealt with UI limitations and what could and couldn’t be done for this type of device and screen.
Metrics
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* It cannot be shown due to the confidentiality agreement.
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Action
Solving challenges
To address the sellers' challenges, we restructured the information architecture according to improve their user journey to enhance ergonomics and provide greater flexibility, allowing sellers to easily locate and understand their position and next steps with just one click, among others. Simultaneously, we ensured that the established marketing narrative was respected, creating a modular and scalable interface.
Database issue reported
I reported the database issue to the responsible director, but the improvement couldn’t be implemented before the event. So, it wouldn't be possible to collect metrics without collecting data, the new metrics also had to wait for the next version.
List of do's and dont's
I conducted overscan tests, text weight tests, and color tests to determine which could or could not be used on the device, as they might not appear on the screen, along with component sizing, spacing and others. We held meetings with developers to understand how we would proceed and reached a conclusion. Once the UI was completed, we needed to test it.
03
Problem anticipation
Deciding to map and document the information architechture revealed issues in the experience, this sparked curiosity to better understand the new device and user ergonomics, revealing poor usability and metrics that had been incorrectly created due to a lack of understanding.
This prevented bigger issues at the event itself and also the collection of incorrect metrics leading to poor decisions.
02
New innovative rooms
With a clear understanding of how to design for the new device—rooted in human-computer interaction, user flows, and needs—we were able to create new solutions that improved the experience for both sellers and customers.
Besides having a modular and scalable architecture that could be used in future events. And it paved the way for a new system of metrics and data collection.
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Wireflow
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* It cannot be shown due to the confidentiality agreement.
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Screen test
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* It cannot be shown due to the confidentiality agreement.
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Hi-fi wireframe
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* It cannot be shown due to the confidentiality agreement.
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Problems
Tech constraints
Technical limitations due to the use of iframes, CMS, and the tight deadline. While certain components were implemented, others faced constraints related to time, prioritization, and technical limitations.
Changes directly in the code.
Some developers implemented certain changes requested by the marketing team directly in the code, which impacted the user experience.
Approvals and content delays
Significant delays in screen and image approvals , storytelling content creation, and delivery to our team, due to frequent changes and multiple decision-makers. The text sizes impacted the UI and had to be revised back and forth.
Solution
Action
Periodic meetings
We held regular meetings with the PO, PM, and developers to present the UI and discuss the solutions and components we could develop for this version. While they provided a more technical perspective, I focused on the user experience, and together we reached a common agreement. We also agreed that all changes requested by the marketing team would need to go through design first, as even small changes can significantly impact the user experience. I demonstrated this by showing the updated wireframes and explaining the reasoning behind each adjustment.
Delivery
All Design Thinking processes and improvements were documented and delivered in a file within Figma, detailing each step, each prioritized solution, component, and even ideas for future adjustments were included.
Versioning
We encountered delays in some solutions and improvements due to technical limitations, tight deadlines, and business restrictions. However, all of them have been documented and versioned for future opportunities.
Text conteiner
We created a text container with a maximum character limit to ensure the text wouldn’t negatively impact the interface.
Handoff and flow specifications
A handoff was created for the developers, including a wireflow with specifications for both front and back-end regarding user interaction.
Screen test hold-up
There was a holdup in the approval of the usability test and screen on a device similar to the one at the event due to internal bureaucracy. We only managed to get it three weeks before the event, and we still needed to make the necessary changes and improvements.
Final revisions deadline
We set a deadline for final revisions and approvals; if missed, the changes would not be implemented for this event but would be applied in future ones. This was done to prevent poorly implemented solutions or the potential breakdown of components during the live event.
Microinteractions
An animated wireframe with microinteractions was developed to be shown to the marketing team and tested by the sellers before the event (as it was not possible to do so earlier due to internal circumstances).
Lack of components
Some components of the design system did not support the requirements of the device.
Improvement prioritization
When we finally completed the screen test, we noted everything that needed to be changed, prioritizing what had the most impact and was easier to implement, as well as what had less impact and was more difficult. Some changes were implemented for this event, while others were scheduled for future ones.
05
Problem anticipation
​The documentation, priorization and versioning, handoff, close collaboration with the developers, along with usability testing and necessary interface improvements, helped prevent issues in delivery, code, and user experience.
01
New innovative rooms
The entire process between design and development, properly documented and versioned, helped establish a design culture and organization within the team. This enabled decisions to be made based on the user journey (research and data), allowing for continuous design after the project to implement the initial ideas.
Outcomes
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Design culture implementation
End-to-end design thinking
Strategy and decisions based on research and data
Mapping and documented processes
Handoff and team meetings
Testing and continuous design improvement
Planned approach for future versioning and new ideas
* It cannot be shown due to the confidentiality agreement.
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* It cannot be shown due to the confidentiality agreement.
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Scalable and modular project
Despite the initial shift in priorities, I ensured the project met its first goal—being modular and scalable for other event types. However, I emphasized the need for further research to determine which projects and events it would best serve.
Stakeholder and team document
I also conducted a comparison of the interface and flows from the previous design, highlighting what was improved ( with reasearch,data and test putting the user in the center), what could still be enhanced, and ideas for long-term future improvements.
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Good feedbacks
We also conducted a retrospective with the entire team, and one of the main highlights was the improvement of the experience for both the seller and the customer. We were able to anticipate potential issues, deliver ahead of schedule, and improve many of the processes they used previously.
* It cannot be shown due to the confidentiality agreement.
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A new project dashboard
We gained the trust of the stakeholders and successfully initiated a new project for a dashboard that tracked the real user journey across the event's devices. This included new data collection and metrics, aimed at showing the actual customer engagement with the company’s services and products.
* It cannot be shown due to the confidentiality agreement.
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"Yasmin showed considerable proactivity concerning this project, she offered several suggestions for our involvement, researched the current state of the tool, proposed improvements, and presented ideas to the team."
- Design manager
Credits
Mockups - https://unblast.com/mockups/
Images - https://br.freepik.com/ and https://pixabay.com/
Icons and illustrations - https://icons8.com/illustrations
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