The Challenge: Digital marketers have to parse through large quantities of data from multiple sources. Interpretation of that data is left to a few key members of the team, often creating a bottle neck in the agencies work flow.
The Solution: To create a simple analytics platform that would pull in data from all of the main digital marketing sources. Aggregate that data to create a simple letter grade from which any member of the team could assess the general marketing “health” of a client in a particular area. From this point on any team member can then further explore what individual items are contributing to that poor or exemplary score.
Stag is a project kicked off by a small core team to see if we could create a simple solution for the massive amount of data Digital Marketing Agencies must consume on a day to day basis. Even though the product would be connecting to multiple data sources and aggregating it to create an over view of a client’s standing, the flow had to remain simple and the user had to get an overall feel of the data immediately.
Through a study of the digital agency persona, the quantity of searches they do for their clients and several discussion sessions with the team, we came up with a simple score card system. These score cards would track performance in four key areas: SEO, Mobile, Desktop and Social. The data streams for these areas can change rapidly in the agency world, as does the weight and value of them. For example, good social performance requires companies to have a good twitter presence today, however market parameters can shift in a few months and that performance could be measured by engagement in twitter, rather than output. We decided that using a letter grade would give our users the best overview of their performance. It's effective at giving an agency a sense of what is working and what is not, while not giving away specifics. Providing any team member in an agency an easy entry point through which they could dive into the data for each segment.
The result was a simple resource for agencies to check on the status and "health" of their clients digital marketing campaigns.
The Challenge: To create a strong brand that would enable the company to educate a country where meat has little value on sustainable and humane animal practices.
The Solution: Create a branding guide and vision that not only encompassed the logo, but also the company’s culture and the way clients were educated on the product.
The Outcome: A successful butcher shop with a tv show in the making on humane butchery practices, two restaurants and the coveted title of number 27 in latin America.
Branding for food is a very dynamic process. Sitting at the intersection of art and basic human need it requires a balance of emotional outreach and trust. Osso was a specially fascinating project.
Osso was a revolutionary concept for the Peruvian market. Their goal was to bring sustainable and humane butchery practices that uses 90% of the animal and also delivered incredible high end products. To do so meant to change the audiences perception of what a butcher is. In the Latin American market, being a butcher is to be a simple marketer of meat. No knowledge is required on the history of the animal, of the type of life it lead or on the cuts sold.
Add to that the fact that unlike its neighbors: Argentina, Uruguay and Brazil, the Peruvian geography had not lead to a historically strong meat market. The population had developed a very strong variety of proteins to choose from, focusing on perfecting dishes with fish as a base. The most popular beef based dish in the country: Lomo Saltado, was a wok based stir fry fusion of Peruvian and Chinese flavors. The meat quality plays no significant role int his dish, and it can be prepared with a range of cuts. Thus getting Peruvians to understand the value of spending, larger than your average amount of money, on a cut of meat was going to be a challenge.
I came onto the project as head of branding for the company. Through the process it became apparent that this was a company whose brand would go beyond a visual language and would encompass the entire experience of the customer. Discussions were held on how to speak and educate the customers. It was decided early on that this would mean educating every member of the team on the importance of their work and creating opportunities for people’s views and ideas to be heard. Culturally speaking a lot of these practices were very new in the industry, and it worked advantageously with Osso, setting them apart from the start.
This sense of strength and empowerment also had to be represented visually. Through the research phase I became aware of the fact that Peruvians had a negative reaction against seeing photography or graphic representations of the animal they were about to consume. My design had to balance out out the reality of butchery with visuals that had to rely on iconography and typography to get message across.
When it came to designing the space for the butcher shop and later for the restaurants we worked to maintain a very tight color story in both the experiences. Then peppered both the space and some products with details that were hand made.
Only 8 months after a successful launch, Osso decided to open their first restaurant. I also lead all design work for that process. That year they made it into the Latin Americas best restaurants at #34, where the head of S. Pellegrino commented on the excellence of branding through out the dining experience. In 2016 they moved up to #27.
Role: Creative Director
Other Creative Contributors:
Gabriela Garcia, Mesa
The Challenge: Cloudability allows companies to scale their cloud use efficiently. The product had evolved and grown over time resulting in an onboarding flow with multiple views and a patchwork of help articles to get a user started.
The Solution: A review and analysis of the entire onboarding process to streamline messaging and clear out unnecessary visual clutter and create a better user experience.
The on boarding process is integral to the acquisition of new customers, it is also a great opportunity to educate a user on key areas which may be causing a high conversion rate. Within the brief first period of experience with a product the user will have formed a mental idea of how the interface behaves (schema formation). In a good user interface the acquisition of this skill should take place during the first user experience (F.U.E.). The goal is to make sure that their impression of this first interaction is simple. The less friction involved in acquiring a new skill the more valued the product.
One of the best starting points is to have the internal team analyze pertinent data on the on boarding process and match it to the behavioral patterns of their customers they have observed over time. Creating hypothesis on possible pain points in the flow will inform the interview processes to follow. I find that starting the user testing process with new users is incredibly useful. Not only does it help an internal team used to their product to “reset” their mindset to that of a first time user, but it also tends to reveal more subtle points of friction in the product. During this testing process, observing the user’s behavior is as critical as having the right line of question, always observe not to lead the user during the interview process. I tend to end with some experienced user testing, it’s an excellent way to get in depth feedback on what their expectations were entering the product and if they matched once they began working with the product. This final test will also give your team a level of insight into areas which a first user may have missed.
Once all of these these data points were combined, we could eliminate the noise and focus on the larger stumbling areas. The result was a step by step report of the entire user experience flow which signaled areas of confusion and actionable solutions for Cloudability’s on boarding.
The Challenge: Help Del Valle textile factory streamline their communication between divisions.
The Solution: A mobile app that interconnected team members from different areas of the production process enabling faster problem solving.
Factory processes tend to be slow at adapting to new technology, most of the bulk of the work is still done with a paper trail. Working with textile manufacturer Del Valle was an opportunity to mock out an MVP which would eliminate redundancies in the process and interconnect the people in each division better.
Del Valle's factory is located 200kms south of Lima (capital of Peru), in the city of Chincha. Known for its cotton valleys and high quality labor for the apparel industry which is vertically integrated in a 1,000,000 square feet facility. This facility controls the entire production process from yarn dyeing to the finished garment.
Managing a production of high quality at this scale requires a lot of hand of experience and man hours. The outcome was the prototype of an app that would help check, assess and connect users with the personnel needed to solve problems throughout the process.
SafetyCulture, is an the Australian technology company that has enabled more than 30 million safety and quality inspections at companies including Coca-Cola, Hilton, and Qantas. By providing mobile-first technology that puts safety and quality applications into workers’ hands employers are empowering their teams with technology that helps them take responsibility on their own personal safety and drive higher quality output. Companies rely on the SafetyCulture iAuditor mobile app and platform to create smart checklists, conduct on-site inspections, analyze data and share insights in real time.
With each inspection conducted the organization gains more insight. This collective knowledge of their teams in turn helps them make better and more informed decisions.
As the number of products and features in the SafetyCulture family grew each one developed its own colored check mark. The icon didn't differentiate itself from any other checkmark icon. It had no visual cues that made it distinguishable. Making the “family” of logos look like a series of colored icons.
We worked with the checkmark look and pushed to bring in a pattern into the logo that would give the company different gradients of a color per product. This would allow for flexible visual ecosystem that could adapt to the company’s needs while still maintaining a tightly branded look. The logo update then expanded into a new style guide and brand book that would better define the what SafetyCulture stands for.
When designing the UI / UX for project stag we decided that we wanted to convey a unique visual design design in the product. Instead of using standard libraries for iconography and textures I worked to develop individual items that would be woven into the visual language. Inspired by art-deco line-work I created designs that would be used on the background, borders, loading state animations and to emphasize specific areas of the product. Giving the user a visual sense of the richness of the products data without overloading them with information.
When you are the company that founded the Print on Demand revolution, you know that you are the base upon which people can share and sell their passions.
Our direction was to bring new energy into Cafepress photography and also highlight the quality product they were delivering. Our research showcased that the graphics placed on the product served too large a stylistic range to fully plan a photoshoot on a tight theme. In essence, we had to create the perfect balance between dynamics and style in our products blank canvas.
Working closely with our photography team through story boards and color boards we mapped out the look and feel for over one hundred products.
Role: Creative Director
Other Creative Contributors:
Marcy Malone, Nate Fong, Fred Leung, Brady Warren
The Challenge: As the complexities of DataHero's marketing strategy grew as well as the product, we needed to establish a cohesive visual language and parameters that would allow new team members to build on a set structure.
The Solution: An overhaul of both identity and web/product design standards into a global style guide.
Coming soon - One of the projects and companies I've been working with for the past year is finally coming out of Stealth.