SLA process to onboard new clients to Farfetch systems reduced by 3 days of effort by tech team
Legacy system required Internal teams to have an average of 500 clicks daily to complete tasks
From 20 hours of dedicated support to 1hr on supporting management and bugs
Farfetch is the Global platform in Luxury Fashion. It's B2B SaaS offering is one that enables small boutiques and large fashion brands to manage their online sales to customers around the world.Working across multiple Platform tooling teams, one of the core tools that needed UX Work was the Shipping & Logistics. This tool enabled Farfetch and B2B partners to manage Shipping of products, countries of deliveries, shipping partners and pricing of services to end customers when adding to their shopping basket.
Working within the Farfetch Platform team I was utilising my skills as a designer to help lead redesigns for several key areas in the business. I lead the re-design of multiple business tooling units including Pricing management and Shipping & Logistics through collaboration with Product, Tech teams and key business stakeholders.
Working with the project team and identifying key stakeholders I started to understand more about how the business unit worked, going through documentations and workshop sessions.
OOUX (Object Orientated UX) I find is a very useful tool to help engage with stakeholders to collaboratively assess the problems to be solved and the existing eco-system of how things work. I personally find this type of activity very useful in order to speed up learning a new business domains niches and complexities.
Farfetch Platform team practice would involve mapping out service level overviews in order to gain quick understanding to how a particular tool was used within the internal team eco-system and how it might be used with an extended eco-system to customers.
Working with the knowledge I had gained I would need to create iterative designs and approaches to understand the growing complexity of how the tool(s) would evolve over time and how to ship various features and changes in the short term along with designing for the longer term (6-9months) of wider business changes e.g business department level amendments in onboarding businesses to our platform and how the API changes will be affected. This involved pulling into our meetings and workshops the backend teams to have increased awareness and updates to ensure designs would meet these evolving requirements.
" I love the new look and feel. It seems more clear and the interface is much more simple to use. Before I had to use multiple tabs to complete my tasks and to keep track of what I needed to do. Things feel more responsive and straightforward."
From designing and testing the new concept and making 2 iterative refinements to the software design I worked with the team to outline key features to roll out new feature updates that would align with the ability to switch off older features to assist with users being able to complete tasks without disruption. Later feature amendments would need to be delayed due to API limitations and releases.
SLA process to onboard new clients to Farfetch systems reduced by 3 days of effort by tech team
Legacy system required Internal teams to have an average of 500 clicks daily to complete tasks
From 20 hours of dedicated support to 1hr on supporting management and bugs
SLA process to onboard new clients to Farfetch systems reduced by 3 days of effort by tech team
Legacy system required Internal teams to have an average of 500 clicks daily to complete tasks
From 20 hours of dedicated support to 1hr on supporting management and bugs
SLA process to onboard new clients to Farfetch systems reduced by 3 days of effort by tech team
Legacy system required Internal teams to have an average of 500 clicks daily to complete tasks
From 20 hours of dedicated support to 1hr on supporting management and bugs