Your Change Case Study

In the end of 2021, the Mets approached my team at OGK Creative with a challenge: rejuvenate their center field fan zone--a space comprising a bar, wiffle ball field, team store, and restaurants. Their vision was twofold; develop an immersive experience for fans of all demographics, and bolster revenue generation. Although the environmental design scope was spearheaded by other OGK teammates, I took on the role of ideating and presenting interactive elements that would seamlessly blend enjoyment with profitability.

### **Objectives:**

1. Design an experience appealing to a broad audience, irrespective of age or gender.

2. Integrate an avenue for revenue generation within this experience.

```cv
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```

### **Mint-A-Met: A Universally Enjoyable Experience**

Collectibles have timeless appeal. From the thrill of a child's first baseball card to the nostalgia an older fan feels with memorabilia, these tangible memories often hold deep sentimental value. Amplifying this sentiment, I posed a thought: What if we granted fans the magic of being the star player, transposed into any iconic moment in Mets history?

The concept was simple yet compelling. Fans would craft their own baseball card, choosing from options like player positions, poses, and Mets jerseys from various eras.

It needed to be simple and easy enough to understand for all ages and technical background, so we went with familiar patterns for these kinds of experiences.

The user first starts the experience and strikes a pose:

```cv
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```

And then once the photo is taken they are able to customize their card. We allow them to choose the uniform and decade first, providing touch points for bat, helmet or hat, uniform, name, number, and position. As you can see they can also navigate through the decades to find their favorite uniform in Met's history, and tap Preview to see the card so far without the UI.

```cv
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```

The experience's versatility means fans can return multiple times, curating a unique set of their own cards - today they're the star pitcher from the 80s, next week they're an outfielder from the 2000s.

### **The Revenue Catalyst**

The heart of this experience was the ‘minting’ of the card. While fans were immersed in crafting their card, the tangible take-away was the printed version of their creation.

We strategically allowed fans to navigate the experience without immediate financial commitment, removing any potential entry barriers. But to materialize their digital creation? That involved a visit to the store to print it on authentic baseball card stock.

This model served dual purposes:

1. It introduced a revenue stream via the minting process.

2. By positioning the minting station inside of the store, we inadvertently increased footfall within the store. With fans already in the shopping mindset, the likelihood of additional purchases increased, indirectly boosting revenue.

### **To recap**

The Mets' marketing team was highly receptive to the 'Mint-A-Met' concept. Though the project is currently on pause, it was an awesome journey working with a prominent sports organization, allowing me to delve into new dimensions of sports marketing and interactive installation experiences.

Mint-A-Met AR Experience

Medxoom Member Experience Case Study

```cv
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```

Home Depot is well known for being a DIY (do it yourself) home improvement retailer, providing millions of people with the right tools and materials for whatever project they can imagine for themselves.

A large number of people would rather defer to a professional for more complicated projects, like HVAC, cabinet, fencing, and other installations. For a lot of the installation services Home Depot offers, they’ve partnered with third-party service provider companies of all sizes and from all over the country to help people get these installations done.

I work as a UX Designer on the job management platform, Service Center, to help these service provider companies manage and stay on top of the jobs that come in from Home Depot. Recently, I was tasked with redesigning the home page to reduce the amount of time it would take for the page to load (latency). The loading time of the home page dashboard has affected some of these service provider’ abilities to efficiently perform their jobs (Over 80% of the people we surveyed).

**We cut the time-to-interact by 97%, 70%, and 67% for large, medium, and small service provider companies' dashboards, respectively.**

> Some details were omitted for legal reasons.

```cv
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```

## **My role**

I was the UX Designer on this project, and worked with the Product Manager, Business Analyst, and team of developers.

## **The problem**

The dashboard of the Service Center takes a considerably long time to load due to the large number of metrics that are presented on it. On top of that, every company has a number of different roles of varying capacities, and we can't design a separate experience for all of them (yet).

```cv
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```

For many users, most or all of this information on the home page is of no relevance to them, but for many other users, being able to quickly access all of this information is absolutely critical to how they perform their jobs.

* So how might we redesign the dashboard to drastically reduce the loading time, while still keeping all of the same information available to those who may need it?

* How might we balance the need for reducing latency with the goal of improving the experience for a large number of different roles?

* How might we accommodate both ends of the spectrum, from niche roles at large companies like a lead scheduler or contract writer, to a managerial level role at a small company who needs to see a high-level overview of everything, every day?

* How might we design this platform to scale and include other business programs in the future?

## **Initial Discovery**

To get started, we used existing insights from a previous discovery. Based on what we learned from that discovery, we put out two concept test surveys with follow-up questions to 30+ service providers. The goal was to gauge if we were on the right track, and to understand what parts of these concepts resonated with the service providers.

In this initial discovery, we learned:

* Over 80% of the respondents felt that the loading time of the home page dashboard has negatively affected their ability to do their job.

* 46% of all users who go into Service Center just go right to search for some job, and don't even bother with any of the metrics we are making them wait for.

* Most users of Service Center *do not* use many of the metrics on the home page, but still a large portion *rely on at least some of them.*

* A majority of service providers use their own 3rd party system, and just go to Service Center to upload documents and pull information from new jobs.

> ***If we can reduce the time the home page takes to load while finding a way to keep all of the information readily available to those who need it, then it will improve all users' workflow efficiency as it relates to using Service Center.***

## **Refinement through Collaboration**

Using the insights from the surveys, we iterated on the designs and worked closely with development to ensure that the new home page dashboard would reduce the latency enough to justify development efforts and also be scalable. Most importantly, we needed to make sure that whatever approach we took to reduce latency would not negatively affect any user's ability to do their job (slow it down, make it more confusing, add too many steps, etc). This proved to be quite difficult, with so many different use cases and potential user flows. Here are a few of the iterations we went through to reduce latency and work towards a more tailored approach.

```cv
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```

After a few iterations and conversations internally and externally, we came up with an effective solution to reduce the latency considerably. It tested very well with 8 users of varying job responsibilities at their respective companies, with nearly a 100% task completion rate and SUS (system usability scale) scores all above 97.

## **The New Dashboard**

Our new design uses a widget-based interface. It loads fewer metrics up-front and allows the user to interact immediately instead of waiting until everything finishes loading. As seen below, there are still some metrics loading in, but the search and labels and status drop downs are already interactive within seconds.

```cv
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```

The new home page dashboard still provides a high-level overview of all the information that managers were used to seeing and need to do their jobs efficiently.

More information is just one click away in a "by status" dropdown. **This defers the loading of additional, more granular statuses until the user prompts the system to do so.** So people who just need to get into search don't need to see and wait for 30 granular metrics, but people who want to see how many consultations are not quoted can load in those additional metrics with one click.

```cv
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```

The new design also consolidates "Quick Actions" into one area and has received positive feedback from providers.

## **Results**

I worked with the product manager to get benchmark numbers for two large, two medium, and two small service provider companies, and how long it takes for all of the information to load on their current dashboard. After the new dashboard went live, we remeasured the same companies' dashboards.

* **Large companies:**  Decrease in 97% for time to interactive, and a 50% decrease in time for the page to finish loading.

* **Medium companies:** Decrease in 70% for time to interactive, and a 59% decrease in time for the page to finish loading.

* **Small companies:** Decrease in 67% for time to interactive, and a 51% decrease in time for the page to finish loading.

We additionally dispatched a survey to all Service Providers for feedback post-launch. There were 112 respondents at the time of creating this writeup. Here are some key findings:

* **66% of respondents were overall very or somewhat satisfied** with the new home page, while 20% of responded neutrally, and 14% were dissatisfied. Some dissatisfied respondents cited issues with seeing the wrong data, which is an issue development prioritized and worked on immediately.

* **57% of respondents reported that the new home page very or somewhat positively affected their ability to perform their job,** while 30% responded neutrally and 13% said it somewhat negatively impacted their ability to perform their job. The neutral responses are positive for us, because we reduced the page loading time without impacting their ability to effectively do their job.

* Much of the positive feedback was related to the page loading more quickly, the screen being easier to understand and navigate, search being more quickly available, and that is is resulting in "*significantly less downtime.*" Respondents also appreciated the "tile" format which resembled the legacy system they were familiar with.

* Most issues come from providers that are part of one particular business program, and are related to incorrect metrics showing up for Purchase Orders on the home page versus the list view pages (page with data tables for all jobs), or links pointing to the wrong results. IT is working on resolving these bugs.

* Another mention was of errors being harder to find, since they live within the drop downs instead of outside of the widgets. The reason IT placed errors within the Orders dropdown was to maintain the integrity of the display structure; however, we are now collaborating to design a solution that will address this issue and make errors more prominent.

## **Opportunities & Next Steps**

1. One big opportunity that we didn't get to implement this first time around was customization. I had a hypothesis that if we gave users control of what they see and don't see on their screen, they will naturally remove excess metrics which will reduce the loading time. I created a **four phase plan** that the PM approved to work towards dashboard customization, which will further our goal of a more tailored experience for both the niche roles and high-level managerial roles.

2. The loading time metrics are not as low as we want them yet. For example, loading the store notes still takes a considerably long time to load.

3. There is also still plenty of room for improvement in the end to end experience itself. We will relate to the survey responses for immediate feedback.

## **Biggest takeaway**

It was key for us to keep the development team involved throughout each step of the process, so we knew as soon as possible when we needed to pivot or if new technical constraints needed to be introduced. It helps foster a sense of trust when you can keep them in the loop, explain your process and justification for each decision with data, and work within technical constraints.

**If you’d like to hear more detail about the process and the journey of the project, and the solution I came up with, please contact me.**

Service Provider Dashboard Redesign

Senior UX Designer

Welcome to Talk of Tomorrow

The first post of my newsletter, Talk of Tomorrow, that discusses emerging technologies, designing experiences around them, and how they can become part of our products

UX/UI Design

The Quantitative Sciences (QSS) major consisted of eight statistics courses, and eight courses on a track of our choice (for me, computer science). Some of my favorite classes from this major included Game Theory, Natural Language Processing, Machine Learning, Technical Writing, and a Computer Science Practicum.

I was the Lead Product Designer and Project Manager for a new micro-donation app for non-profit organizations.

Your Change

Designed an augmented reality feature for the Mets' fan zone, allowing fans to create custom baseball cards. This experience aimed to enhance fan engagement, elevate store traffic, and potentially drive higher revenue.

I was the Lead UX Designer tasked with revamping a healthcare member experience to provide more structure, clarity, and create a baseline for the company to grow. Company had a $50m acquisition after redesigned member portal launched.

Medxoom Member Experience

I redesigned the salesforce dashboard for the tool that third-party service providers use to manage jobs, saving them time and money by decreasing the page load time by over 65% for all providers.

I collaborated with a 3D designer/animator to develop the Solar 101 page for Urban Solar's marketing website. Our objective was to provide an interactive learning experience about how solar panels capture and distribute energy in homes. This page was created using HTML/CSS and three.js, with a focus on mobile-friendly design, enhancing the user's understanding through interactive visuals.

Solar 101 Three.js Experience

I designed and developed the 'Build Your Own Box' (BYOB) feature for FROPRO's new e-commerce site. This interactive experience allows customers to customize their box by selecting various flavors and visually see their box being assembled in real time. Our aim was to create an engaging and immersive experience, moving beyond the traditional online shopping cart. This was achieved using HTML/CSS and three.js, enhancing the customer's experience by allowing them to visualize their personalized selection as they made it.

FROPRO Build Your Own Box Three.js Experience

Presented to an amazing group of people in Orlando on AR and VR, and how UX Designers can get involved in this increasingly popular form of computing. We talked about the adoption threshold, creating real utility in AR/VR for consumers, challenges in creating spatial experiences, key terms and guiding principles, and ways to get started.

Reality Check: Elevating UX in AR/VR

- Directed SEO strategies for a diverse clientele across healthcare, lifestyle, tech, and more, effectively enhancing both off-site presence and on-site health for improved search engine visibility.
- Managed the successful launch of new sites for all clients, ensuring optimal performance and strict adherence to high industry standards for a seamless user experience.
- Provided strategic guidance to the Creative team, leading to significant improvements in user experience and marked increases in Click-Through Rates (CTR) and conversions.
- Successfully drove a LinkedIn growth strategy that resulted in a 100% increase in the company's follower count, generating a surge in applications across all departments.

Marketing Analyst

- Designed and implemented the Labs department's internal processes, setting a new standard for user experience, interactive media, and more, ultimately stimulating innovation and efficiency.
- Directed product strategy and design for customized desktop and mobile applications across various sectors, including fintech, social media, and healthcare, resulting in exceptional user experiences.
- Led complete redesign of healthcare portal which had $50m acquisition shortly after new experience was shipped. 
- Conducted comprehensive exploratory research, creating meticulously designed flows, information architecture, wireframes, UI prototypes, and thorough UI documentation for multiple successful projects.
- Expanded professional competencies into emerging areas such as Augmented Reality and Three.js experiences, rapidly acquiring and applying new skills to successfully deliver innovative design solutions.

UX Designer

- Orchestrated the successful integration of the in-store flooring lead generation tool with POS experiences, elevating customer service across a network of over 2,300 stores nationwide.
- Successfully streamlined job management workflows for more than 2,000 third-party vendors, leveraging in-depth research and iterative design to boost overall efficiency and vendor productivity.
- Optimized permit processing for The Home Depot by leading UX design for a Salesforce portal that unified multiple systems, cut cycle times, and boosted data accuracy, enhancing customer service efficiency.
- As a recognized UX mentor, contributed to a ground-breaking Virtual Reality project, driving a significant cost reduction in environmental design by six-figures per store.
- Created an array of UI artifacts for multiple tools, effectively aiding other domains in meeting critical project deadlines.
- Established and facilitated constructive bi-weekly and ad hoc design critique workshops for team members, fostering a culture of continuous learning and improvement in design practices.

Jake Nachlas

2023

2022