With our internal and client teams all working from home, adapting our workflows without compromising quality was our first priority. Virtual workshops to gather requirements from stakeholders as well as audience data and analysis were set in place. And (my kitchen) walls got covered in sticky notes to create user journeys.

Once we moved on from research with our minimum viable product requirements, as well as the additional components that would fit our timeline and capabilities, our team allowed itself to get messy on the sketchpads, sharing ideas and drawings until we had our general ideas for layouts, navigation and general experience on the site.

After creating the critical parts of the experience in prototypes, we used online testing tools to place it in the hands of users. Following the results of the testing sessions, we iterated on our layouts to craft the most accessible, engaging, audience-first experience for the Orchestra.

Starting with a series of workshop to gather requirements about both projects (F1 and Moto) and get a better understanding of the business needs. We moved forward using the existing research and data available to us and provided by our client partner. Internal workshops allowed us to discover and define what needed to appear on the platforms and draft a flexible information architecture for both.

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It was then time to get messy and draft layouts on paper, using our research insights to give shape to the experience.

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Through iterations and collaboration, once the team felt comfortable with the general idea of the layouts and designs we created a full suite of wireframes to bring the final touches back into a focus and in a presentable shape to get back to AGPC and refine the UX layouts with them onboard.

We conducted extensive user research to understand the pain points,needs, and expectations of both patients and healthcare providers during the payment process. The research methods included interviews with multiple user types (patients, healthcare providers and admin staff), observation of the existing fleet in use in healthcare facilities and stakeholder interviews with the customer service team.

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The project team collaborated to brainstorm innovative solutions to address the identified pain points and improve the overall payment experience. This phase involved wireframing and prototyping various design concepts. We improved the Information Architecture to create a clear and logical structure that would feel intuitive.

Multiple workshops took place to progressively frame the project. Starting from a general understanding of the company and the main features that would appear on the site, to progressively frame in detail each branch of the company and its intricacies to help us prioritise and organise the content.

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The team went through numerous iterations and possible solutions, allowing ourselves to quickly test, fail, try something different, almost succeed and finally arrive to a successful result.

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With changing teams and so many actors in the project, it was essential to keep all communication channels open and transparent to ensure a shared understanding and ownership of the project. More often than not for projects of such span, we made sure to always bring back users at the centre of the conversation and made sure that the design decisions were taken from a human-centred perspective.

Running in parallel interviews, diary studies, and focus groups over a couple of weeks we gathered enough insights to establish realistic personas, existing vs ideal journeys, core features, and guiding design principles for the product.

From there, it was time to get our hands dirty, with a divide and conquer mentality where the product and it’s surrounding marketing materials were being designed in parallels with the new branding. With lots of juggling and constant communication, the whole team pulled through to establish the foundations of the product.

With the core features going through development, we decided on launching the product in Beta phase to recruit early content creators and gather their feedback, both through direct communications, and an embedded share back functionality on every single section of the product.

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