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Nike Teen
Launch a new destination and evolve the brand.
I set the creative vision, managed the pitch response to Nike, and, after securing the business, oversaw the day-to-day Product Design execution.
Sport participation significantly declines during puberty, but puberty isn't the core issue for teenage girls. Rather, it's the surrounding system that fails to provide the necessary support during this transitional phase.
Sport is still gendered in her playgrounds, her PE lessons and in society at large. She feels self-conscious moving as her body changes.
She is dropping out of sport up to 2x the rate of boys.
Sport is still gendered in her playgrounds, her PE lessons and in society at large. She feels self-conscious moving as her body changes.
A destination where teens come for the sport, and stay for each other.
Sport has the ability to give her confidence, comfort, and connection as she navigates the messy years of coming of age.
The kit to feel comfortable and confident.
The role models.
The visibility.
The pathways to a world of sport that she can explore and express.
The tools to play with style as she finds her own.
A set of principles to guide us.
Be all about her.
Lead into product, don’t start with product. Bring everything back to pop culture, or she won’t care.Be a source of confidence.
No body talk - let’s focus on the doing not the looking. We normalise hot and sweaty; big and small.Be light and fun.
No pressure (life is hard enough) but don’t shy away from the tough conversations and very real barriers.Be her version of sport.
We talk about sport in its loosest sense - an infinite and messy universe of play. There’s no pressure to find one true passion or perfect it, experimentation is the goal.Be equitable.
About the definitions of sport (broad), who can play (everyone) and where they can do it (anywhere).
For the Business.
Big commercial opportunity.Success measured by increased traffic to Teens product walls, plus increased conversion metrics.
For the Brand.
A brand on their level.Success measured by increased content views and engagement, on site and socials, plus brand lift studies, specifically with teens.
For the Community.
Addressing the drop out.Success measured by increased teen participation in SCI and city partnership programs, plus increased engagement from trained coaches and empowered leaders.
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IKEA Family
Rethink the experience and evolve the design system.
I led the creative vision and design output, managed the day-to-day Product Design activities, and facilitated stakeholder alignment.
IKEA family has been overlooked for some time, and customers felt the program was irrelevant to the overall experience.
The program failed to promote ongoing relationships with customers and deliver personalisation. In the end, members were there only for the discounts.
Grounded in reality.
Focus on engagement.
Beyond home furnishing.
The program failed to promote ongoing relationships with customers and deliver personalisation. In the end, members were there only for the discounts.
Our goal was to develop actionable, near and incremental steps to increase the relevance of the IKEA Family and drive the mission and ambitions of customer experience forward.
Grounded in reality.
Focus on engagement.
Beyond home furnishing.
We’ve identified four focus areas and listed the impacted features on the top-level user journey.
Reward Keys and Membership.
IKEA Family, the customer’s way. Create a more adaptive and convenient reward keys experience for IKEA Family members that drives more active memberships.Connector of Services.
IKEA Family will provide a single customer reward experience that is seamlessly connecting customers with a growing set of 1st and 3rd party services.Workspace for Ideas.
IKEA will enable customers to dream, plan, ideate, and execute their home projects through a simple, rewarding, and cohesive IKEA Family experience.Drive of Omni-channel.
IKEA Family is understood by customers as the enhancing factor in an in-store experience: before, during, and after.
The new IKEA Famly Hub provides an easy way to retrieve previously saved items. The expanded section can be ordered by recent activity. For first-time use, the remaining rail items can suggest other tools and services the customer may find valuable.
A home to discover and access all the benefits included with membership.
As the customer engages with more content over time, the Hub adapts to reflect this. The result is a personalised home for all of the user’s interactions.
A home to discover and access all the benefits included with membership.
As the customer engages with more content over time, the Hub adapts to reflect this. The result is a personalised home for all of the user’s interactions.
Leading with Benefits.
Rewards and benefits are immediately recognisable as perks of having an account. Discounted products and freebies create the feeling of extras and value, so we lead with this section first to encourage the customer to keep exploring.
We’ve redesigned features across all areas of the web, app and in-store experience, bringing the new purpose to life.
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Founderland PAM
Build an inclusive virtual mentor powered by AI.
I was responsible for setting the priorities, defining the creative vision, managing the designer’s day-to-day activities and supporting implementation.
The Problem
Less than 0.5% of funding lands in the hands of women of colour founders. We need to change the ratio.The Need
To present a confident story, our audience needs a risk-free way to prepare for the pitch room.The Solution
An AI powered web experience that simulates the experience of a VC pitch room — the people, the pressure and the questions. Extending the training we offer a small community of in-person trainees every year to the whole Founderland community.
PAM gives founders a safe-space online to practice their pitch and receive instant, personalized feedback all within an Al-powered environment.
At the heart of PAM is a custom Al model that can analyze any 5 minute pitch. Within the experience is a simulated live pitch mode, virtual investors and an option for more supportive, or more challenging questioning.
01
How might we best introduce founders to PAM and get them quickly into the experience?02
How might we introduce more ways for Founders to submit their pitch?03
How might we better prepare founders for the pitch room environment?04
How might we provide a richer, more dynamic Results experience for founders?05
How might we provide resources to founders in a smarter, more personalised way?
To grow PAM in a successful way, it’s important to understand the space we occupy.
Brand active purpose.
Rooted into the brand purpose and serves a real founders need. Humanising technology.
Making AI more warm and human by creating a personality and voice for it.The power of the network.
Building ongoing communication with the Founderland community and always adapting to their needs.Delightful moments.
Bringing joy and eliminating friction via the experience, whilst creating memorable moments.
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NBK Personal Finance
Elevate the current banking experience.
I was responsible for managing the work done by the Product Design and Research teams. From the early stages, I became actively involved in the craft of the experience.
Working with NBK, we’ve created a compelling experience to bring Personal Finance Management features to their customers.
Categorise
Customers will be able to categorise their spend based on existing categories and subcategories. Customers will also be able to split a transaction across multiple categories (split the bill).
Analyse
Customers can analyse their spend based on a variety of different categorisations to include; account(s), time period, category, spending target status. There will be sections to allow for overview, category details, target setting and status, and consideration for spending notification is required.
Save
Integration of e-Saver functions within PFM to enable customers to save based on a goal and include power-ups such as saving the change, instant saver, and auto saver. Customers can set a goal and then monitor through status screens and via notifications.
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Lowell Financial
Turn the brand into an operating system.
I was responsible for managing the work done by the Product Design and Research teams. From the early stages, I became actively involved in the craft of the experience.
Lowell Financial specialises in collecting payments of debts owed by individuals. An unknown and unloved business that wanted to grow through empathy & understanding.
Through research it was clear that customers do not inherently trust debt collection agencies, giving us one big challenge - To evolve the brand across the experience engendering trust and confidence.
Following a collaborative approach, we immersed ourselves into the client's business and reviewed the company's end-to-end experience, mapping the customer and business activities, and giving us a holistic view of the entire experience.
My responsibilities included leading the Research, Experience and Visual Design teams, from casting to creative direction and hands-on interaction design.
Through research it was clear that customers do not inherently trust debt collection agencies, giving us one big challenge - To evolve the brand across the experience engendering trust and confidence.
Following a collaborative approach, we immersed ourselves into the client's business and reviewed the company's end-to-end experience, mapping the customer and business activities, and giving us a holistic view of the entire experience.
My responsibilities included leading the Research, Experience and Visual Design teams, from casting to creative direction and hands-on interaction design.
After evaluating the expected gains for the business, and the customers, it was decided that the first area of focus should be the “Welcome Journey”.
Our recommendation included a sequence of emails, SMS messages and the creation of new website landing pages, achieving:
Our recommendation included a sequence of emails, SMS messages and the creation of new website landing pages, achieving:
20%↑
More effective for getting customers to set up new plans.
The second area of improvement was the brand. Lowell needed a new Visual, Verbal and Experience guideline. In four weeks, we developed four creative routes, and with the help of stakeholders, shortlisted two for creative development. The final route got selected after a sequence of Qual and Quant tests with customers.
During the process, a team of Experience and Visual Designers collaborated to create an identity to support the strategic values.
We understand.
Help customers to feel understood and that they are not alone. And see the benefits of paying off their debt.We empower.
Demonstrate that there is a solution that works for their situation. Reassure and normalise debt.We make it easy.
Encourage customers to start; make things feel achievable and attainable from the outset.With one route approved and tested, we initiated the Design sprints. Based on the Business and Customer needs, we planned the sprints with focus on the assets, components and tools with the highest score.The final deliverable was a Playbook with the strategic, creative and development guidelines.
In parallel to the development of the Playbook, we've designed a new website making use of the guideline. The new website got tested by our team of Experience Designers in our in-house Experience Lab. After a sequence of one to one sessions, designed to validate our assumptions and unpick new insights, the work was updated and published as part of the final Playbook.
In the testing sessions, we've looked at the perception of the new brand guideline, validated the content requirements through a prioritisation exercise and tested the suggested information architecture and website usability.
Working with the developers, we included the technical specifications in the Playbook, documenting the guideline for development and governance. The document also included rules for the content editors and the in-house design team.
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André Figueiredo — Over 20 years of experience creating and executing ideas between design and technology — Currently working as Creative Director at R/GA, I lead product design teams for Nike, Playstation and IKEA.