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Being 1 of 2 UX Designers

I provided a 60/40 ratio, with my companion handling 40/60 of the UX/Visual design. Together, we formed the glue in an iterative design process, from analysis to synthesis, designing to prototyping, and preparing documentation for developer handoff. We moved from analysing the under-the-hood Nuon.nl website (the predecessor of Vattenfall.nl) to prototyping and testing what it could be in the future.

Being 1 of 2 UX Designers

I provided a 60/40 ratio, with my companion handling 40/60 of the UX/Visual design. Together, we formed the glue in an iterative design process, from analysis to synthesis, designing to prototyping, and preparing documentation for developer handoff. We moved from analysing the under-the-hood Nuon.nl website (the predecessor of Vattenfall.nl) to prototyping and testing what it could be in the future.

Being 1 of 2 UX Designers

I provided a 60/40 ratio, with my companion handling 40/60 of the UX/Visual design. Together, we formed the glue in an iterative design process, from analysis to synthesis, designing to prototyping, and preparing documentation for developer handoff. We moved from analysing the under-the-hood Nuon.nl website (the predecessor of Vattenfall.nl) to prototyping and testing what it could be in the future.

Primary call-to-action of Vattenfall.nl's homepage

Primary call-to-action of Vattenfall.nl's homepage

Primary call-to-action of Vattenfall.nl's homepage

Approaching from the business-side

With a team shifting from 7 to 15 experts, we focused on improving conversion, engagement, and usability. Data-driven decisions were made to reduce the number of steps, minimise time spent in the sales funnel, and establish an overarching framework for interconnected flows and additional products—the zip-code-dependent product selector (e.g. district heating, solar panels, and electric charging).

Approaching from the business-side

With a team shifting from 7 to 15 experts, we focused on improving conversion, engagement, and usability. Data-driven decisions were made to reduce the number of steps, minimise time spent in the sales funnel, and establish an overarching framework for interconnected flows and additional products—the zip-code-dependent product selector (e.g. district heating, solar panels, and electric charging).

Approaching from the business-side

With a team shifting from 7 to 15 experts, we focused on improving conversion, engagement, and usability. Data-driven decisions were made to reduce the number of steps, minimise time spent in the sales funnel, and establish an overarching framework for interconnected flows and additional products—the zip-code-dependent product selector (e.g. district heating, solar panels, and electric charging).

Choose your energy in the brand-new sales flow

Choose your energy in the brand-new sales flow

Choose your energy in the brand-new sales flow

Developing conceptual models

Design principle number one: maintain a minimal design where focus and tranquillity are central, and the user is attracted and intrigued by a moment of choice in the form of click/touch-ready tiles placed in the focal point. Based on zip code and cookies, products are offered. I helped shape interaction and visual design for specific edge cases, where additional support and tooling are provided in the flows.

Developing conceptual models

Design principle number one: maintain a minimal design where focus and tranquillity are central, and the user is attracted and intrigued by a moment of choice in the form of click/touch-ready tiles placed in the focal point. Based on zip code and cookies, products are offered. I helped shape interaction and visual design for specific edge cases, where additional support and tooling are provided in the flows.

Developing conceptual models

Design principle number one: maintain a minimal design where focus and tranquillity are central, and the user is attracted and intrigued by a moment of choice in the form of click/touch-ready tiles placed in the focal point. Based on zip code and cookies, products are offered. I helped shape interaction and visual design for specific edge cases, where additional support and tooling are provided in the flows.

Providing tooling to fulfill needs in the sales flow

Providing tooling to fulfill needs in the sales flow

Providing tooling to fulfill needs in the sales flow

Increasing conversion for sales

Through multiple iterations of research and testing, we ensured the value of the new service concept. Firstly, a proof of concept was prototyped for early user testing with five participants. Secondly, proposed design patterns and front-end mechanisms were developed for automation testing. Thirdly, we opened up a beta version for A/B testing and continuous development with conversion experts.

Increasing conversion for sales

Through multiple iterations of research and testing, we ensured the value of the new service concept. Firstly, a proof of concept was prototyped for early user testing with five participants. Secondly, proposed design patterns and front-end mechanisms were developed for automation testing. Thirdly, we opened up a beta version for A/B testing and continuous development with conversion experts.

Increasing conversion for sales

Through multiple iterations of research and testing, we ensured the value of the new service concept. Firstly, a proof of concept was prototyped for early user testing with five participants. Secondly, proposed design patterns and front-end mechanisms were developed for automation testing. Thirdly, we opened up a beta version for A/B testing and continuous development with conversion experts.

The vast array of Vattenfall’s propositions

The vast array of Vattenfall’s propositions

The vast array of Vattenfall’s propositions

Keeping the holistic view in mind

The renewed sales flow enables Vattenfall to reliably collect and aggregate business-critical data regarding users and their behaviour on their channels. A user interface was designed to meet the different needs of the internal legal, marketing, sales, brand, accessibility, technology, and marketing teams. As a result, other product teams adopted our framework and lessons learned for further development.

Keeping the holistic view in mind

The renewed sales flow enables Vattenfall to reliably collect and aggregate business-critical data regarding users and their behaviour on their channels. A user interface was designed to meet the different needs of the internal legal, marketing, sales, brand, accessibility, technology, and marketing teams. As a result, other product teams adopted our framework and lessons learned for further development.

Keeping the holistic view in mind

The renewed sales flow enables Vattenfall to reliably collect and aggregate business-critical data regarding users and their behaviour on their channels. A user interface was designed to meet the different needs of the internal legal, marketing, sales, brand, accessibility, technology, and marketing teams. As a result, other product teams adopted our framework and lessons learned for further development.

From primitives to design patterns, documented

From primitives to design patterns, documented

From primitives to design patterns, documented

Spearheading the use of Figma

As an external employee, I noticed the sheer quantity of different products used. From a design perspective, only having Sketch, Invision, Zeplin, Abstract, and multiple brand & media libraries. During their transition to Figma, I formed a group to synthesise knowledge into a shared Figma library. As a result, we managed to have research, design, and technical docs in a single place for others to utilise.

Spearheading the use of Figma

As an external employee, I noticed the sheer quantity of different products used. From a design perspective, only having Sketch, Invision, Zeplin, Abstract, and multiple brand & media libraries. During their transition to Figma, I formed a group to synthesise knowledge into a shared Figma library. As a result, we managed to have research, design, and technical docs in a single place for others to utilise.

Spearheading the use of Figma

As an external employee, I noticed the sheer quantity of different products used. From a design perspective, only having Sketch, Invision, Zeplin, Abstract, and multiple brand & media libraries. During their transition to Figma, I formed a group to synthesise knowledge into a shared Figma library. As a result, we managed to have research, design, and technical docs in a single place for others to utilise.

Learnings

What I’ve learned is that having a strong vision for the future is important. However, it’s also critical to set measurable and tangible goals in a much shorter time (especially in big corporations). The key thing here is to have both. In order to align all the talented teams and individuals with the business strategy, you need both a distant vision that inspires you and a closer plan that helps you get there.

Learnings

What I’ve learned is that having a strong vision for the future is important. However, it’s also critical to set measurable and tangible goals in a much shorter time (especially in big corporations). The key thing here is to have both. In order to align all the talented teams and individuals with the business strategy, you need both a distant vision that inspires you and a closer plan that helps you get there.

Learnings

What I’ve learned is that having a strong vision for the future is important. However, it’s also critical to set measurable and tangible goals in a much shorter time (especially in big corporations). The key thing here is to have both. In order to align all the talented teams and individuals with the business strategy, you need both a distant vision that inspires you and a closer plan that helps you get there.