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04 VMLYR · Product & Service Design

VMLYR.

Product and service design across the agency's digital division — clients' websites, e-commerce and digital products.

VMLY&RVMLY&R
Role
Product Designer
Agency
VMLYR
Discipline
Product & Service Design
Clients
Whirlpool · Lavazza · Bolton

01 Context

VMLYR is a media company focused on advertising. I joined the digital division, working on clients' websites, e-commerces and digital products.

02 Role

I worked as a Product Designer within a consulting team alongside a frontend and a backend developer. I independently interfaced with the client's entire team and all stakeholders, including the owner of the commissioning company.

03 Challenges

Client relationship

I faced external stakeholders and was responsible for graphic designers, copywriters and external developers. Trust and accountability were key to delivering successfully and winning new projects.

Accountability & ownership

As a Product Designer I had to deliver every artifact useful to align stakeholders and avoid surprises — from business-needs gathering to user-acceptance testing demos.

No prior structure or processes

I had the chance to propose and guide the redesign of internal processes, projects and services the company would use and sell.

04 Clients

I worked across many clients in the agency's portfolio, on projects varying in size and impact.

Whirlpool — Indesit

  • Ran business-needs gathering with internal and external stakeholders.
  • Designed the new e-commerce, from wireframes through to development.
  • Structured and proposed fine-tuning initiatives based on internal analytics data.

Lavazza Global

  • Maintenance via agile sprints to adapt to regulations and UX standards.
  • Kept the platform accessible.
  • Proposed fine-tuning initiatives from on-site analytics data.

Bolton

  • Helped define the product roadmap — tools and methods to redefine scope, prioritize the backlog and establish a collaborative framework (Scrum adapted to the team).

And more

  • Prepared tenders for large clients, with concepts and prototypes of innovative, advanced-technology projects.
  • Supported effort estimation and scheduling of interdisciplinary projects.
E-commerce checkout and payment flowCheckout & payment flow
E-commerce checkout and payment flow.
Service flow diagramService flow diagram
Service flow diagram of a subscription-management journey.

05 Outcome

I redesigned several internal processes — especially around web-platform design — introducing agile sprints into the design team. I brought new tools to the team, including Figma, following change-management phases.

06 Key learnings

  • A solid schedule can raise the quality of deliverables, especially when managing multiple clients simultaneously.
  • To bring new tools and processes into a team, it's crucial to let people perceive the value they'll gain, rather than the problems with the current system.