Looking Beyond the Interface

I approached the project as a service and systems problem, not simply a screen redesign.

A user interacting with the platform was not experiencing a single interface in isolation. Their experience involved a series of connected actions, decisions, system states, and communication channels.

That meant looking at:

User needs → workflows → service touchpoints → system logic → interface

Mapping those relationships helped identify where the product’s internal structure did not always align with how users expected to complete their work.

Understanding the Existing Experience

The first step was understanding how the platform worked and where users experienced friction.

I conducted on-site stakeholder interviews and workflow observation sessions to better understand:

• How users created and managed campaigns
• How different communication channels connected
• Where users had to make decisions
• Which workflows were difficult to understand
• Where the system’s structure conflicted with user expectations

This helped shift the focus away from individual screens and toward the larger journeys users were trying to complete.

Mapping Journeys and Touchpoints

The service-design work helped reveal how different parts of the experience connected.

I mapped workflows related to:

• Multi-channel campaign creation
• Notification orchestration
• Payment communication
• Scheduling
• Monitoring and reporting

These journeys helped identify breakdowns between:

What the system needed to do
and
What users expected to happen next

This became an important foundation for rethinking the information architecture and interface structure.

Reframing the Information Architecture

The existing experience was heavily influenced by the underlying complexity of the system.

I explored a more task-oriented structure that organized the experience around what users needed to accomplish.

The proposed structure included:

• Dashboard
• Campaigns
• Templates
• Analytics
• Settings

The goal was to make the platform easier to navigate by reducing unnecessary decision-making and creating clearer relationships between related tasks.

Designing and Testing the Experience

From the journey and information-architecture work, I developed wireframes and interactive prototypes to explore new workflows and interaction patterns.

The process involved:

1. Exploring alternative structures
2. Mapping the steps required to complete key tasks
3. Reviewing concepts with stakeholders
4. Refining the experience around operational constraints
5. Developing higher-fidelity interface concepts

The work required balancing ideal user experiences with the realities of enterprise communication systems, technical constraints, and business requirements.

Building a More Consistent Interface System

The redesign also created an opportunity to establish a more consistent visual and interaction foundation.

I developed modular interface patterns covering areas such as:

• Typography hierarchy
• Buttons and interaction states
• Status and feedback indicators
• Layout structures
• Reusable interface components

The goal was not simply to make individual screens look more consistent. A more modular foundation could make the product easier to expand as additional communication workflows and capabilities were introduced.