Deloitte × SCADpro

Under NDA

This was a SCADpro project sponsored by Deloitte for one of their clients, and everything about the client — who they are, what we designed for them, the screens themselves — stays with them. What can be shown is the shape of the work: the method, the numbers, two artefacts with the words taken out, and the team.

The brief

The client came with one number. Seven in ten people who reached the appointment-scheduling page left without booking. The ask: bring that down and keep more of the people who did book — by restructuring the information architecture around scheduling and redesigning the flow.

The audit

We started by using the product the way its users do and writing down where it resisted. The audit surfaced seven usability issues and a set of areas worth redesigning; the research that followed was there to find out which of them users actually felt.

The survey gave us the spread — how people arrive, what they come to do, where they give up. The interviews gave us the reasons. Between the two, the seven issues became a shorter list of things that mattered, in an order we could defend.

Ideas on the wall

With the research read out, the whole team filled a creative matrix: the stages of the experience across the top, kinds of ideas down the side, one sticky note per idea. Three boards, then a vote. The notes are blurred here; the pattern of where they clustered is the point — most of the energy landed in two columns, and that is where the redesign went.

The future state

The journey map is where research turned into a plan: every stage of the experience as it should be, with the actions, the touchpoints — physical and human — and the emotional line running underneath. It became the document the interface work was checked against.

Testing it

We didn’t argue about the key interactions; we tested them. A/B tests settled the choices where the team was split, and usability sessions on the prototypes caught what the map couldn’t — the places where a flow that read well on paper still made someone hesitate.

UI lead

Ten designers drew the screens; my job was that they looked like one product. I led the design assets — the reusable components and the shared styles — managed the screen work, and drew screens myself, translating the research into high-fidelity interfaces.

Working with Deloitte

Four meetings with Deloitte and the client across the quarter, and they taught me something a studio course can’t: how a consultancy actually runs a client relationship. Every meeting had an agenda and left with decisions written down. The client heard research through Deloitte, so we learned to present findings for people who weren’t in the room — what to show, what to hold back until it was certain, how to say we don’t know yet without losing the room. And we heard the client describe their own workflow in their own words, which changed more of the design than any of our assumptions did. I came out of it knowing what the handoff between a design team and a business actually looks like.