SIMONA

What we did

Aruba Websites

Overview

As UX Lead, I oversaw a team of UX and UI designers to redesign the website experience for Aruba.it and other Corporate companies. I worked closely with the product and marketing teams to drive the overall strategic vision for the work, while providing high-level concepts, guidance and more specific feedback to my design team to oversee the creation of a flexible and modern design system, a redesign project involving more than 30 sites and platforms, a new structure for product guides and continuous improvement of current sites, and the creation of new mini-sites.

Framing the problem

Aruba.it is a diverse and affordable digital service provider. The number of services and products offered is really large but the offering is fragmented across multiple sites, navigation between products is complex, there is a lack of UX & UI consistency; it can be difficult to understand how to move between sites and platforms and restricted areas, and customers struggle to find clear information and quickly get answers or the help they need.

My role

Lead designer for a team of 3+ designers focused on continuous improvement of multiple websites, UX manager for tasks, roadmaps, system integrators working on a huge redesign project of guides and entire website park, Product designer working hands on concepts and high level prototyping with business, UX-UI designer working on special rebranding projects.

The team

Me: Lead UX/UI designer
Francesco: Product and Service designer
Giulia: UI/UX Designer
Marta: UI/UX Designer
Gabriele: Product Designer

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Marco: CX Manager
Vittoria: Project Manager
Jarrod: Head of CX & Design
Paolo: Marketing Executive
Andrea: Content & Marketing

Goals & Needs

The primary need was to oversee and coordinate the transition of existing websites and guides into newly developed services and tools. In the meantime, it was necessary to ensure continuous improvement, which is essential for the maintenance, updates, and improvement of online sites. I also found the need to rethink the workflow of the website design team and the organization of tasks, time, and tools. Another goal was to apply an existing design system and bring consistency between sites, services, and CX through a dedicated redesign project; the journey is still ongoing.

Our approach

I organized the team to be as efficient as possible, managing UX tasks and assigning a team member to specific sites at specific times. We worked together as a team on technical improvements, on building a structured way of working on Figma, and on improving the team's workflow and processes with other teams such as CX managers, Product managers, Product marketing, Content creators, in a very structured but heterogeneous and complex environment.
01

Lead design

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  • We worked as a team and through frameworks to build an ideal workflow.
  • We established technical discussion moments and weekly retrospectives to share work and solutions. This was necessary because the team was new, with components that changed over the months. As a result, there was a lack of information about previous tasks and design rationales.
  • We updated the design tools by bringing existing projects and designs into Figma and applying as much of the existing Design System as possible.
  • I acted as a bridge to ensure design consistency between the continuous improvement team and the redesign team.
  • I supervised and conducted design reviews for system integrator proposals related to redesign projects.
02

UX management

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  • I collaborated with design managers to define the areas of competence for each team member. This allowed us to focus designers on specific products and UX considerations, all the while maintaining consistency in UX/UI.
  • I mapped the types of tasks and verified their frequency.
  • Together with managers and PM, I checked the deadlines for tasks and the assigned urgency classification, and revised the time allocation and requests system.
  • I tracked project milestones and system integrator deliveries according to the website redesign and guide project roadmaps.
  • I worked with design managers to identify the need for new hires based on roadmaps and marketing requests, with a focus on continuous improvement.
03

Product Design

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  • I analyzed requests from various product and marketing stakeholders, working on defining needs and real problems.
  • I co-created high-level mockups and finalized approved concepts with product teams.
  • I assisted in defining requirements through rapid prototyping.
04

UX/UI Design

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  • I designed mini-websites for special rebranding projects.
  • Together with the team, I cataloged and proposed elements for the design system.
  • I collaborated with marketing and CX managers to define optimal Visual Communication and UX strategies for multiple products and services

A brand design case: X Dynamo

X Dynamo is a company acquired by the Aruba group, offering cloud services at competitive prices compared to the classic products offered by Aruba.it. and with an eye to European regulations and service compliance. The need was to create a showcase site that through a rebranding operation, compared to the old site before the acquisition, could communicate at a glance its modernity and adaptability in compliance with European regulations.
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The published website: dynamo.cloud

The design created is based on a moodboard that invokes an idea of a reliable yet innovative and high-tech brand. With marketing, we worked to optimize visual communication in this rebranding project; the goal was to provide all the necessary information to the user quickly, and the desire was to communicate the existence of a product very different from those already offered on Aruba's cloud.it site.

What I learned

I learned to work extremely iteratively, to design not only visual outputs but also workflows and release plans, applying Design Thinking not only in design but also in managing a team. I learned to be a high-level contributor, to have a broader perspective on a company's ecosystem of services and products.

Results

With the work done, I laid the foundation for a deep transformation process of the team, which is still ongoing. The number of tasks brought forward has increased significantly, but it remains a challenge to find the balance between being operational and having a solid and coherent design.

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Simona Orlandi

Contact me to hire me, collaborate, explore other projects and discuss technical details and decisions.
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