The project was broken down into a number of phases to alleviate pressure and create manageable chunks. Before any work began, I was part of a team meeting with internal staff and stakeholders to understand current processes. We also heard from users who gave their feedback on how they found the current implementation.

In Phase One, I focused on the chaos of onboarding, building a system that killed off all paper forms and cut human intervention by over 50%. This initial new product was achieved through a series of activities including collaborative sketching sessions and workshops with stakeholders and users.

In Phase Two, I stepped into a Lead UX and Project Manager role, managing a multidisciplinary team working on reimagining the organisations internal network that allowed brokers to self-serve information and guidance for running their franchises and better understanding insurance carriers. This meant I was doing the hands-on design alongside a junior UX designer while also running scrums, managing Jira boards, and doing live demos for the wider business, including C-Suite stakeholders. During discovery, our team met a number of users onsite in their offices giving us new insights, relationships and the ability to build trust, gaining open and honest feedback on products. I simplified the entire information architecture—adding a smart filtering search—and rebuilt the trust that had been lost in the old network.

In Phase Three, I worked on the quoting product. The heavy lifting was balancing an elegant UI with the complex scenarios and variations required by US insurance carriers. I spent extended periods in the weeds with experts to make sure we got the balance right between a “delightful” experience and the necessary information.