This was a long-term engagement. Working embedded within Tesco’s product and development teams, I was involved in the day to day leading the fulfilment UX/UI team across multiple initiatives. Working dual-track, our centralised UX/UI team served multiple Product teams in order to work at the speed we needed to.
My role was three-fold:
1 – I was in charge of the overall service design, ensuring features and products fit together within the end-to-end journey. I worked very closely with the Head of Product and Head of UX to ensure the vision and strategy were aligned, and I worked closely with Business Operations teams to ensure the service design was aligned to operational procedures.
2 – I was involved with design and research strategy, crafting the experience of multiple features and ensuring the product worked well for users. I led our research initiatives, planning and running, enlisting the help of the UX team. We ran countless ethnographic research trips to various locations, centres, click and collect models, constantly learning from those on the ground. We ran user testing for each sprint using a variety of methods including remote, in person, and on location. During our pilot for one of our stores, I planned a diary study to ensure we learned, analysed, and iterated based on live data and true working conditions.
3 – I elevated the UX team’s maturity in User Centred Design (UCD), research, and service design methodologies, teaching through ‘doing-work’ on the ground, and through coaching key members of the team. This was a rewarding part of the process for me, seeing the team evolve and grow and blossom. When I started the project there was one UI designer and myself. By the time my engagement finished, the UX/UI team was 11-strong.