LifeBrand/
Sentiment AI
Industry
Human Recourses, AI
Location
USA
Year
2018-2022
LifeBrand/
LifeBrand offers an AI-based technology that looks for potentially harmful content on multiple social media platforms. The Saas software allows users to scan their social media accounts for inappropriate or controversial material and then offers the ability to remove it and therefore avoid a cancel culture. Additionally, it provides users with an analytics section to help them understand social reach and impact. With the B2B platform, organizations can send an invite for a scan to potential new hires and current employees. Without seeing actual posts, companies and institutions like universities can ensure that members are not harming the organization's public image.
My role in this project evolved over time. Started as the only UX/UI designer in a team of approximately eight people, when the product was just an idea of an entrepreneur. Over the time, initial concept eveloved and we were able to expand the whole team to more than 60 employees in both US and Europe.
After more than two years on the project, I was offered the position of Global Head of Design and began to lead the product and graphic design teams.
The biggest challenge of this project was that when we started, there was no other product alike, so we couldn’t follow proven best practices or know what to avoid in the initial phases of the product scoping.
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To navigate easily through the complexity of the product and to align perspectives with the stakeholders, we created a Product field document. In this way, we could find our focus and decide to divide the product into B2B and B2C SaaS platforms for the MVP.
User personas were created to segment common user needs further and bring them to the forefront of planning. The last step before starting with LO-FI prototyping was then to define user flows.
A cycle of LO-FI prototyping, user testing, and iterations took place. Once we were happy with all the flows and funcionalities, HI-FI designs were put together. These were again tested and iterated before the final design decision and development.
Making the team communication smooth was one of my main goals right from the start. I put extra effort into structuring all working materials and design files. E.g., cascading down, all Figma files were grouped into folders based on their category; each file was split into multiple pages based on the screen resolution.
To make navigation even smoother (and with a considerable amount of screens on each page) info cards were added next to each flow. To indicate the design stage, a “semaphore” notification system was added to each screen.
As the team grew and my role changed, I started focusing on bigger-picture tasks. To stay on track and follow product vision, we defined shorter and long-term roadmaps and implemented processes inside the forming design team. All the documentation regarding design processes was created in Confluence, and sprints were tracked biweekly in Jira. Because of the different needs for communication with marketing and tracking graphic design tasks, we decided to use Asana.
Design department OKRs were set following the company ones, and personalized goals for each design team member were created. To track these goals and to discuss any issues, questions, etc. I set up weekly 1:1 meetings. I also set up weekly designers sync to ensure the whole design team is in a loop.
