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WORK

ABOUT

CONTACT

Building a seamless experience that drives customer loyalty

Enviatodo.com

UX/UI Designer

2024 - 2026

Designed and evolved a logistics platform that helps businesses and entrepreneurs quote, create, and manage shipments from one place.

EnviaTodo brings multiple shipping options into a single experience, helping users centralize their logistics operation and manage shipments more efficiently.

01 - Problem Statement

Designing for Conversion, Not Just Functionality

EnviaTodo.com operates on a shipping brokerage model, where users enter their shipment details and compare multiple carrier options in one place.

When I joined the project, the platform had been built primarily by an engineering team focused on making the system functional. While the product worked, there was little consistency in the interface, component structure, or overall user experience. As a result, customer acquisition and retention relied heavily on direct sales efforts rather than on the product experience itself.

This lack of product and design direction also made it difficult for the platform to evolve consistently. In a highly competitive market where many companies offer essentially the same shipping services, EnviaTodo needed a clearer way to differentiate itself beyond pricing and sales.

The business needed a broader UX and product design overhaul, with particular attention to its core shipping flow—the experience most directly tied to conversion, transaction volume, and ultimately, revenue.

02 - HYPOTHESIS

Designing for Conversion, Not Just Functionality

THE HYPOTHESIS

If we reduce friction in EnviaTodo’s core shipping experience, the product can convert and retain more users without relying as heavily on sales and paid acquisition.

The hypothesis was that the platform’s growth limitations were not only a marketing problem, but also a product experience problem. Improving clarity, usability, and technical performance in the main conversion flow could make the product easier to adopt and more competitive.

03 - research & analysis

Three workstream, one direction

CONCEPT VALIDATION

Contextual research was conducted with the Customer Support and Sales teams, combined with direct analysis of user interactions, to identify immediate opportunities for improvement and better understand customer expectations.

COMPETITIVE ANALYSIS

I reviewed the existing platform and user behavior across different types of customers, while also testing the most popular competitors to identify proven interaction patterns and opportunities we could adapt to EnviaTodo.

COHORT DATA

Without a dedicated data team, I worked directly with backend engineers to request targeted queries that provided quantitative insights into platform usage, complemented by behavioral analytics tools to better understand how users interacted with the product.

Customer Support, Sales, and Marketing played an important supporting role during this phase. Working closely with these teams helped me gather qualitative insights into the main pain points users were experiencing, as well as identify strengths in competitor products that were missing from our own platform.

This collaboration was especially valuable for understanding business rules and industry-specific requirements that were not immediately obvious to me as someone new to the logistics space. It also allowed us to explore ideas faster by combining product, operational, and commercial perspectives.

To build a more structured view of the experience, I mapped the main flows used by our competitors. Since most platforms in the industry sell essentially the same service and require customers to provide similar shipment information, the key differences often came from how those interactions were designed. I analyzed not only the shipment creation flow, but also onboarding, login, account setup, and the sales-driven strategies that influenced what features and information were included in each platform.

I then studied how our own users interacted with the existing product and how they approached the task of creating a shipment. To broaden the analysis, I also looked at interaction patterns from other transactional products—such as hotel booking, airline ticketing, and concert ticket platforms—to identify familiar behaviors or patterns that could potentially translate well into our shipping experience.

By combining internal feedback, competitor benchmarking, behavioral analysis, and cross-industry references, we developed a much clearer picture of the areas that needed improvement.

The final step was to validate these findings with the technical team and translate them into an implementation plan within a Scrum workflow. This was particularly important because many of the platform’s business rules had originally been defined by engineering, making the technical team a key source of feedback for identifying edge cases, dependencies, and functionality that may not have been visible from the interface alone.

04 - STAKEHOLDERS MANAGEMENT

Designing While the Business Kept Moving

The core project team was small: one Front-End Developer, two Back-End Developers, the Head of Technology, and myself as the UX/UI Designer. A key part of my role was keeping the team aligned around the project’s main objective and reducing friction during both the definition phase and the day-to-day execution.

Although the redesign had a clear direction, the existing platform still had to be maintained. This meant developing the new experience in parallel with ongoing support requests, fixes, and new requirements for the current system. Because the shipping industry changes frequently (through carrier rates, policies, market conditions, and operational rules) new priorities could appear unexpectedly and temporarily pull attention away from the redesign.

Managing expectations across the company was equally important, especially with the Sales team. Historically, many customer requests had been treated as direct product requirements, which created the risk of turning a structured redesign into a collection of one-off solutions for individual clients.

Part of the challenge was therefore not only designing the new experience, but also protecting the product direction. We needed to distinguish between recurring user needs and isolated requests, so that new features were supported by broader evidence rather than added solely in response to a single customer or sales opportunity.

05 - DESIGN PROCESS

Design Process Title

Design Process Paragraph

EARLY EXPLORATIONS

Before landing on the quest format, we explored several directions: 30-day challenges, circular progress rings, and checklist-style home screens. A lot of the rapid ideation in this phase happened in Figma Make, and we also experimented with Google Stitch despite it being in early beta at the time. Both were useful for getting rough ideas in front of the team quickly without spending time on polish. Here's a snapshot of what we iterated through.

Before landing on the quest format, we explored several directions: 30-day challenges, circular progress rings, and checklist-style home screens. A lot of the rapid ideation in this phase happened in Figma Make, and we also experimented with Google Stitch despite it being in early beta at the time. Both were useful for getting rough ideas in front of the team quickly without spending time on polish. Here's a snapshot of what we iterated through.

1

Task 1

👀

A step-by-step guide explaining how deal redemption works: how to book, what to say at the restaurant, and how to redeem. Knowing the process upfront removes one of the key reasons users don't convert.

2

Task 2

🎯

Select your favourite cuisines and dietary preferences. Tells the app what you're into, so the deals it shows you are actually interesting.

3

Task 3

💚

Bookmark 3 restaurants to your favourites. Start building your own list. The app gets more useful the more it knows about you.

4

Task 4

🎁

Unlock and claim 2 exclusive deals. This is the core value. This is why you're here.

5

Task 5

⭐

Leave a review after redeeming a deal. Helps others find good spots, and builds the community you're part of.

6

Task 6

🏆

Leave a review after redeeming a deal. Helps others find good spots, and builds the community you're part of.

THE DESIGN SOLUTION

Before landing on the quest format, we explored several directions: 30-day challenges, circular progress rings, and checklist-style home screens. A lot of the rapid ideation in this phase happened in Figma Make, and we also experimented with Google Stitch despite it being in early beta at the time. Both were useful for getting rough ideas in front of the team quickly without spending time on polish. Here's a snapshot of what we iterated through.

KEY DESIGN DECISIONS

01

Task 1

A step-by-step guide explaining how deal redemption works: how to book, what to say at the restaurant, and how to redeem. Knowing the process upfront removes one of the key reasons users don't convert.

02

Task 1

A step-by-step guide explaining how deal redemption works: how to book, what to say at the restaurant, and how to redeem. Knowing the process upfront removes one of the key reasons users don't convert.

03

Task 1

A step-by-step guide explaining how deal redemption works: how to book, what to say at the restaurant, and how to redeem. Knowing the process upfront removes one of the key reasons users don't convert.

04

Task 1

A step-by-step guide explaining how deal redemption works: how to book, what to say at the restaurant, and how to redeem. Knowing the process upfront removes one of the key reasons users don't convert.