WORK
01- THE UNIVERSITY OF MANCHESTER
Re-designing a Fragmented Digital Ecosystem through Strategic UX Leadership
UX Strategy, Service Design, Product Design
WORK
WORK
01 - THE UNIVERSITY OF MANCHESTER
How I defended UX strategy against feature bloat…
UX LEADERSHIP, UX STRATEGY, SERVICE & PRODUCT DESIGN
01
UX LEADERSHIP, UX STRATEGY, SERVICE & PRODUCT DESIGN
HOW I DEFENDED UX STRATEGY AGAINST FEATURE BLOAT…
How I defended UX strategy against feature bloat…
WORK
01 - THE UNIVERSITY OF MANCHESTER
UX LEADERSHIP, UX STRATEGY, SERVICE & PRODUCT DESIGN
Winning the Pitch and Leading the Redesign of the Student and Staff Web Portal
Winning the Pitch and Leading the Redesign of the Student and Staff Web Portal
Winning the Pitch: I secured a high-profile project competing with 7 internal IT teams, to re-design the Student and Staff Web Portal.
I achieved this by using my advanced skills in UX strategy and design, presenting compelling concepts informed by insights from initial user research which I had conducted.
The Core Team: UX Lead/Myself, Product Manager, Senior Developer(seconded for the project 2 days a week), reporting to the Head of IT Services in the Faculty of Engineering and Physical Sciences.
The Problem: The legacy university portal had become almost obsolete from extreme under-utilisation. Students, Academics and Staff were using all other systems and bypassing the service, because it provided no direct functional utility and completely lacked dashboard customisation. Moreover, the disjointed login systems created frustrations, while siloed departments lobbied to develop widgets which were unverified.
The Strategy: As UX Lead, I established a unified Value Proposition to shift stakeholders from a feature-adding mindset to a task-focused and time-saving mindset. I implemented a strict MoSCoW framework during discovery to halt early feature creep, instituted a centralised Single Sign-On (SSO) architecture, created a solution to the multi-channel content problem by defining 3 archetypes, and validated the layout through an A/B usability testing protocol.
The Impact: Consolidated logins into one secure SSO portal, maintained a lean launch footprint, and drove a 300% increase in daily active user (DAU) engagement by creating content to serve 3 target audiences.
I secured a high-profile project competing with 7 internal IT teams, and achieved this by presenting compelling concepts informed by insights gained from the initial user research. I created a Value Proposition which I delivered to senior stakeholder including the Dean of the Faculty, and a UX Strategy that demonstrated how my design decisions connect with user needs and business goals.
Role: UX Lead
The Core Team: Me, Product Manager, Senior Developer(seconded p/t), reporting to the Head of IT Services in the Faculty of Engineering and Physical Sciences.
I secured a high-profile project competing with 7 internal IT teams, and achieved this by presenting compelling concepts informed by insights gained from the initial user research. I created a Value Proposition which I delivered to senior stakeholder including the Dean of the Faculty, and a UX Strategy that demonstrated how my design decisions connect with user needs and business goals.
Role: UX Lead
The Core Team: Me, Product Manager, Senior Developer(seconded p/t), reporting to the Head of IT Services in the Faculty of Engineering and Physical Sciences.
Winning the Pitch: I secured a high-profile project competing with 7 internal IT teams, to re-design the Student and Staff Web Portal.
I achieved this by using my advanced skills in UX strategy and design, presenting compelling concepts informed by insights from initial user research which I had conducted.
The Core Team: UX Lead/Myself, Product Manager, Senior Developer(seconded for the project 2 days a week), reporting to the Head of IT Services in the Faculty of Engineering and Physical Sciences.
The Problem: The legacy university portal had become almost obsolete from extreme under-utilisation. Students, Academics and Staff were using all other systems and bypassing the service, because it provided no direct functional utility and completely lacked dashboard customisation. Moreover, the disjointed login systems created frustrations, while siloed departments lobbied to develop widgets which were unverified.
The Strategy: As UX Lead, I established a unified Value Proposition to shift stakeholders from a feature-adding mindset to a task-focused and time-saving mindset. I implemented a strict MoSCoW framework during discovery to halt early feature creep, instituted a centralised Single Sign-On (SSO) architecture, created a solution to the multi-channel content problem by defining 3 archetypes, and validated the layout through an A/B usability testing protocol.
The Impact: Consolidated logins into one secure SSO portal, maintained a lean launch footprint, and drove a 300% increase in daily active user (DAU) engagement by creating content to serve 3 target audiences.
IMPACT MADE FOR THE UNIVERSITY OF MANCHESTER
02- THE UNIVERSITY OF MANCHESTER
+40%
USER ADOPTION
-44%
SUPPORT TICKETS
4.6/5
USER SATISFACTION
The Problem
The legacy university portal had become almost obsolete from extreme under-utilisation. Students, Academics and Staff were bypassing the service, because it provided no direct functional utility and completely lacked dashboard customisation.
Moreover, the disjointed login systems and fragmented services caused frustrations for all 3 diverse audiences.
The goal
Key objectives:
Operational Efficiency: To reduce cognitive load by optimising workflows,
Consolidating Services: Eliminate frustrations by creating a Single Sign-On
Engagement Momentum: Increase Adoption in Q1, then Daily Active Users(DAU), moving from a utility to a daily habit.
Accessibility: Implement Responsive and Accessible templates
The CHALLENGE
Complex ecosystem
To re-design a large-scale system to serve +40K.
serving three distinct users: Students, Academics, and Staff.
As the UX Lead, I was facing pressure as siloed departments lobbied to develop widgets to include in the Phase 1 of the project.
The Strategy: As UX Lead, I established a unified Value Proposition to shift stakeholders from a feature-adding mindset to a task-focused and time-saving mindset. I implemented a strict MoSCoW framework during discovery to halt early feature creep, instituted a centralised Single Sign-On (SSO) architecture, created a solution to the multi-channel content problem by defining 3 archetypes, and validated the layout through an A/B usability testing protocol.
The Impact: Consolidated logins into one secure SSO portal, maintained a lean launch footprint, and drove a 300% increase in daily active user (DAU) engagement by creating content to serve 3 target audiences.
As the UX Lead, I was facing pressure as siloed departments lobbied to develop widgets to include in the Phase 1 of the project.
The Strategy: As UX Lead, I established a unified Value Proposition to shift stakeholders from a feature-adding mindset to a task-focused and time-saving mindset. I implemented a strict MoSCoW framework during discovery to halt early feature creep, instituted a centralised Single Sign-On (SSO) architecture, created a solution to the multi-channel content problem by defining 3 archetypes, and validated the layout through an A/B usability testing protocol.
The Impact: Consolidated logins into one secure SSO portal, maintained a lean launch footprint, and drove a 300% increase in daily active user (DAU) engagement by creating content to serve 3 target audiences.
Winning the Pitch: I secured a high-profile project competing with 7 internal IT teams, to re-design the Student and Staff Web Portal.
I achieved this by using my advanced skills in UX strategy and design, presenting compelling concepts informed by insights from initial user research which I had conducted.
The Core Team: UX Lead/Myself, Product Manager, Senior Developer(seconded for the project 2 days a week), reporting to the Head of IT Services in the Faculty of Engineering and Physical Sciences.
The Problem: The legacy university portal had become almost obsolete from extreme under-utilisation. Students, Academics and Staff were using all other systems and bypassing the service, because it provided no direct functional utility and completely lacked dashboard customisation. Moreover, the disjointed login systems created frustrations, while siloed departments lobbied to develop widgets which were unverified.
The Strategy: As UX Lead, I established a unified Value Proposition to shift stakeholders from a feature-adding mindset to a task-focused and time-saving mindset. I implemented a strict MoSCoW framework during discovery to halt early feature creep, instituted a centralised Single Sign-On (SSO) architecture, created a solution to the multi-channel content problem by defining 3 archetypes, and validated the layout through an A/B usability testing protocol.
The Impact: Consolidated logins into one secure SSO portal, maintained a lean launch footprint, and drove a 300% increase in daily active user (DAU) engagement by creating content to serve 3 target audiences.
UX Strategy
UX Strategy
How I led the design and defined the product direction…
As part of the core team, I strategised a Product Roadmap with the Product Manager, then met with the Head of IT in EPS to finalise the Business Model and define the Objective Key Results(OKRs) for the project.
I created a high-level Value Proposition, which I was to finalise after synthesising all the user research.
User Architecture - Personas
After conducting 15 semi-structured interviews with Staff (8), Academics (4), Students (3), I shadowed 3 staff members and conducted a task analysis to gain insights relating to their workflow and help me to align the new design to the existing user mental model. Using this method helped me understand the users’ frustrations and wishes for a new system and validated customer/user experiences stated in the student and staff university survey.
I analyised and synthesised the data using a Thematic Analysis (Braun & Clarke), to find themes which I then used to create concepts and understand the user and design a solution to meet their needs.
Navigation Taxonomy:
From user research I identified 3 primary target users with distinct requirements. It was clear to me that the system needed to be a Persona-Driven portal.
As part of the core team, I strategised a Product Roadmap with the Product Manager, then met with the Head of IT in EPS to finalise the Business Model and define the Objective Key Results(OKRs) for the project.
I created a high-level Value Proposition, which I was to finalise after synthesising all the user research.
User Architecture - Personas
After conducting 15 semi-structured interviews with Staff (8), Academics (4), Students (3), I shadowed 3 staff members and conducted a task analysis to gain insights relating to their workflow and help me to align the new design to the existing user mental model. Using this method helped me understand the users’ frustrations and wishes for a new system and validated customer/user experiences stated in the student and staff university survey.
I analyised and synthesised the data using a Thematic Analysis (Braun & Clarke), to find themes which I then used to create concepts and understand the user and design a solution to meet their needs.
3 behavioural archetypes identified by synthesising data from mixed-methods research
Navigation Taxonomy:
From user research I identified 3 primary target users with distinct requirements. It was clear to me that the system needed to be a Persona-Driven portal.
How I led the design and defined the product direction…
As part of the core team, I strategised a Product Roadmap with the Product Manager, then met with the Head of IT in EPS to finalise the Business Model and define the Objective Key Results(OKRs) for the project.
I created a high-level Value Proposition, which I was to finalise after synthesising all the user research.
User Architecture - Personas
After conducting 15 semi-structured interviews with Staff (8), Academics (4), Students (3), I shadowed 3 staff members and conducted a task analysis to gain insights relating to their workflow and help me to align the new design to the existing user mental model. Using this method helped me understand the users’ frustrations and wishes for a new system and validated customer/user experiences stated in the student and staff university survey.
I analyised and synthesised the data using a Thematic Analysis (Braun & Clarke), to find themes which I then used to create concepts and understand the user and design a solution to meet their needs.
Navigation Taxonomy:
From user research I identified 3 primary target users with distinct requirements. It was clear to me that the system needed to be a Persona-Driven portal.
User Architecture - Persona-driven layout
User Architecture - Persona-driven layout
I consolidated mixed-methods research, which included contextual inquiry, shadowing, semi-structured interviews. survey(quantitative) and service tickets into 3 behavioural architypes.
My decision was based on designing an MVP which was focussed on user’s distinct mental models, rather than open to departmental requests that would not deliver the right solution I had identified.
3 Distinct Users
To increase engagement, I decided to create a colour-based distinction theme, which would visually identify each user group, and the unique colour ran consistently through the UI. To avoid clutter, I designed layouts using Miller’s Law and Hick’s Law to reduce cognitive load.
I consolidated mixed-methods research, which included contextual inquiry, shadowing, semi-structured interviews. survey(quantitative) and service tickets into 3 behavioural architypes.
My decision was based on designing an MVP which was focussed on user’s distinct mental models, rather than open to departmental requests that would not deliver the right solution I had identified.
3 Distinct Users
"An intuitive system that displays timetables,course content, grades and deadlines."
"A streamlined dashboard that aligns with user workflow, saving time by reducing administrative calls from students."
"x."
To increase engagement, I decided to create a colour-based distinction theme, which would visually identify each user group, and the unique colour ran consistently through the UI. To avoid clutter, I designed layouts using Miller’s Law and Hick’s Law to reduce cognitive load.
I consolidated mixed-methods research, which included contextual inquiry, shadowing, semi-structured interviews. survey(quantitative) and service tickets into 3 behavioural architypes.
My decision was based on designing an MVP which was focussed on user’s distinct mental models, rather than open to departmental requests that would not deliver the right solution I had identified.
3 Distinct Users
"An intuitive system that displays timetables,course content, grades and deadlines."
"A streamlined dashboard that aligns with user workflow, saving time by reducing administrative calls from students."
"x"
To increase engagement, I decided to create a colour-based distinction theme, which would visually identify each user group, and the unique colour ran consistently through the UI. To avoid clutter, I designed layouts using Miller’s Law and Hick’s Law to reduce cognitive load.
Personas informed by insights gained from Empathy Maps.
1 - Archetype -The Quick Navigator
"
I need a portal that doesn't make me log-on 3 times, that is integrated with Blackboard.
2 - Archetype - The Efficient Educator
"
A new system should have a dashboard that will align with my workflow, be useful in reducing my administration time.
2 - Archetype - The Campus Connector
"
xxx.
Value Proposition
Value Proposition
Identifying Pain Creators and Pain Relievers
Creating a Value Proposition Canvas allowed me to consider opportunities for gains and understand the pains, and supported me to ideate the right features to meet user needs. In addition, it helped me focus on How and Where to add value to the service/product.
Identifying Pain Creators and Pain Relievers
Creating a Value Proposition Canvas allowed me to consider opportunities for gains and understand the pains, and supported me to ideate the right features to meet user needs. In addition, it helped me focus on How and Where to add value to the service/product.
UX Prioritisation
UX Prioritisation
Discovery - Defeating Bloat via MoSCoW
I partnered with the Product Manager, to plan a workshop with the Web Services Team, which we both acted as moderators. I presented the synthesised data, displayed the Value Proposition and the 3 Archetypes that I identified. Even though there were two strong personalities on the team, I used my moderation skills to ensure that everyone’s voice was heard.
Because the old portal was so bare, internal teams overcompensated by trying to force dozens of widgets into the new design. As an exercise, we chose the Dot Voting method, which successfully filtered feature ideas.
To protect the user experience from feature bloat, I guided the team, ensuring that the selections were user-centric and aligned with project goals. I enforce a strict MoSCoW prioritisation matrix, and this proactive gatekeeping successfully filtered out over 40 low-value feature requests.
Must Have: Unified SSO, Blackboard widget, personalised dynamic class/teaching timetables and library bookings, automated news alerts, Core Admin widget.
Should Have: Real-Time notifications via mobile, Searchable staff contacts and bookings.
Could Have: Self-Service Helpdesk(Parking and Wellbeing) and Research Hub.
Won't Have (For Launch): Mobile App version, Research Grant facility, unmonitored peer-to-peer forum widgets.
Discovery - Defeating Bloat via MoSCoW
I partnered with the Product Manager, to plan a workshop with the Web Services Team, which we both acted as moderators. I presented the synthesised data, displayed the Value Proposition and the 3 Archetypes that I identified. Even though there were two strong personalities on the team, I used my moderation skills to ensure that everyone’s voice was heard.
Because the old portal was so bare, internal teams overcompensated by trying to force dozens of widgets into the new design. As an exercise, we chose the Dot Voting method, which successfully filtered feature ideas.
To protect the user experience from feature bloat, I guided the team, ensuring that the selections were user-centric and aligned with project goals. I enforce a strict MoSCoW prioritisation matrix, and this proactive gatekeeping successfully filtered out over 40 low-value feature requests.
Must Have: Unified SSO, Blackboard widget, personalised dynamic class/teaching timetables and library bookings, automated news alerts, Core Admin widget.
Should Have: Real-Time notifications via mobile, Searchable staff contacts and bookings.
Could Have: Self-Service Helpdesk(Parking and Wellbeing) and Research Hub.
Won't Have (For Launch): Mobile App version, Research Grant facility, unmonitored peer-to-peer forum widgets.
User Testing - Design Validation
User Testing - Design Validation
Despite the MoSCoW filtering, late-stage requests by UoM IT teams still pressured me via the Product Manager to re-introduce secondary widgets (e.g., student association announcements and campus dining menus) back onto the primary student dashboard.
To resolve this conflict using objective user data, I initiated a high-velocity A/B usability testing protocol.
We placed 28 student participants into a between-subjects study to execute core tasks (such as checking a grade or finding an immediate room assignment) across two variants:
Variant A, The High-Density Layout: The core dashboard layout with an added sidebar featuring 5 secondary widgets.
Variant B, The Lean Utility Layout: An interface which focused strictly on MoSCoW "Must Have" data points.
Test Results
My hypothesis was validated, as participants found the layout was too feature heavy, were frustrated and overwhelmed when on the dashboard. I decided that design B, the lean layout was appropriate.
The Qualitative Feedback: Around 85% of students testing Variant A expressed frustration, explicitly noting that there were…
"Too many widgets and I can't see why I need them."
"I don't have time to waste as have assignments to submit." and
"I just want to do the basics for now"
The Performance Metrics: Variant B outperformed Variant A across every quantitative metric, securing a 45-second faster average time-to-task completion and a massive reduction in navigation errors.
Despite the MoSCoW filtering, late-stage requests by UoM IT teams still pressured me via the Product Manager to re-introduce secondary widgets (e.g., student association announcements and campus dining menus) back onto the primary student dashboard.
To resolve this conflict using objective user data, I initiated a high-velocity A/B usability testing protocol.
We placed 28 student participants into a between-subjects study to execute core tasks (such as checking a grade or finding an immediate room assignment) across two variants:
Variant A, The High-Density Layout: The core dashboard layout with an added sidebar featuring 5 secondary widgets.
Variant B, The Lean Utility Layout: An interface which focused strictly on MoSCoW "Must Have" data points.
Test Results
My hypothesis was validated, as participants found the layout was too feature heavy, were frustrated and overwhelmed when on the dashboard. I decided that design B, the lean layout was appropriate.
The Qualitative Feedback: Around 85% of students testing Variant A expressed frustration, explicitly noting that there were…
"Too many widgets and I can't see why I need them."
"I don't have time to waste as have assignments to submit." and
"I just want to do the basics for now"
The Performance Metrics: Variant B outperformed Variant A across every quantitative metric, securing a 45-second faster average time-to-task completion and a massive reduction in navigation errors.
Technical Skills
I had sole responsibility for the technical UI Implementation of the MVP (frame built in Java), this involved:
Creating and implementing the CSS variables for a Multi-theme portal.
Implementing the new CSS developed by the central team and developing the UI for all the pages for the 3 user groups.
I collaborated with the Senior Developer, who engineered the widgets and real-time data functions.
Directed large groups in educational setting, trained staff at The University of Manchester and Coached at Secondary Schools.
Collaborative leader
To avoid over committing by using prioritisation methods such as MoSCow.
Supervised a team of 4 designers, Senior responsibilities including hiring and project management.
Agile methods used, in two week sprints. Regularly hold crits, and used active listening to understand and resolve blockers.
Relections
The user testing explicitly validated my pushback against feature bloat, and the insights I gained from the post experiment inquiry were used to iterate the MVP.
The MoSCoW was the right prioritisation method and it helped the team gain a clear and shared sense of the project scope, direction and the outline of the MVP build.
(((, while siloed departments lobbied to develop widgets which were unverified.)))
To ensure a successful outcome to the MoSCoW process, it was crucial to get the right stakeholders in the room for the workshop, to gain agreement early in the discovery. This also worked to reduce the political noise and pressures put on the Product Manager and myself to add everything into the first launch phase.
Ensuring effective moderation was an important aspect in securing a positive outcome. I planned the workshop exercises to ensure that they were physical and the print outs and paperwork supported with the process of ideation.
There were limitations on time and the amount of stakeholders at the session, however, all the exercises were documented via photographs and made available to cross-functional team members and teams.
As the UX Lead, I managed the design process End-to-End and used design sensibility and discernment to make decisions which eliminated feature creep and cognitive load. Collectively, the core team effectively met the project goals and created a great user experience.
Directed large groups in educational setting, trained staff at The University of Manchester and Coached at Secondary Schools.
Collaborative leader
To avoid over committing by using prioritisation methods such as MoSCow.
Supervised a team of 4 designers, Senior responsibilities including hiring and project management.
Agile methods used, in two week sprints. Regularly hold crits, and used active listening to understand and resolve blockers.