Product Design Leadership at Trinks

Trinks

The biggest marketplace of beauty services in Brazil

Overview

Trinks is the biggest marketplace of beauty services in Brazil with more than 700k B2C users and 50k B2B users. Since 2019 part of Stone Group, a payment processing services unicorn.

Role

I was invited to lead the product design team in order to provide the best user experience in the market aligned with business goals.

Challenge

Lack of process. Decentralized documentation. Team building to scale. Little support from other areas of the company. We had many challenges and few resources.

This is mostly a Design Ops case.

Process

Applying a design thinking approach I started the way it always should be: Talking to people.

Some pains I listened from my teammates:

  • Interruptions due to change of priority or urgency
  • Legacy software being technical bottleneck for design decisions
  • Lack of senior technical support in UX
  • Low consistency of deliveries
  • Communication failure
  • Lack of specifications
  • Tight deadlines
  • Organization of UX / UI documentation in general
  • No clear strategy to apply user tests
  • No clear ownership of projects
  • Little support from other areas of the company.
  • Scarce resources.
  • Retain and hire people was getting hard.

Clustering

Looking for common needs and patterns I decided to clusterize pains.

Clusters

Clustering helped me better understand priorities. We couldn't move forward to solve cultural problems while having more urgent stuff like "Low consistency of deliveries" on the board. I'm not saying cultural problems was less important but would be harder to find a cause and treat.

We needed to organize process and the way the team should work first in order to move forward to solve harder tasks with a solid pavement.


1. Focus on daily work and process

Technical leadership. Define ideal tools for each process. Anticipate demands to increase delivery quality. Delimit process deadlines. Invest time in what matters.

2. Focus on people and culture

We should always focus on people and culture ("This is the way", a mandalorian would say).Prepare people to scale with the company. Train, inspire, empower. Phase 2 never ends. 🤯

3. Focus on visibility

We have to prove our value. To become a user centered company we should be on the spot, proving we bring results. Phase 3 is focusing in the visilibity of our work, organize meet-ups, share our achievements, inspire others and of course fight for trust and resources.

Phases

Action plan

After ideation I made a timetable with the best ideas and in the last few months I've been working on many tasks to achieve the defined goals. Here you can see some of them:

Results

I still have to say it is a work in progress but we got progress:

  • The entire company knows what we do for sure and people are willing to participate in our online events and activities.
  • Hand-off to devs was simplified.
  • We can find all documentation and files centralized now.
  • We reduced lots of interruptions with the new project's thumb pattern and the chatbot.
  • We are able to apply 2x more user testing thanks to the new defined process.

Comming soon:

  • We are launching a new header/menu well tested experience to solve users flooding the support team.
  • We are building a list of engaged users to acelerate testing.
  • The design system is under construction.

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