Julong Design

Being 1 of 2 UX Designers

I provided a 60/40 ratio with my companion being 40/60, UX/Visual design. Together we formed the glue in an iterative design process, from analysis to synthesis, designing to prototyping, and preparing documentation for developer handoff. We moved steadily from analysing the under-the-hood Nuon.nl website (the predecessor of Vattenfall.nl) to rapidly prototyping and testing what it could look like in the future.

Being 1 of 2 UX Designers

I provided a 60/40 ratio with my companion being 40/60, UX/Visual design. Together we formed the glue in an iterative design process, from analysis to synthesis, designing to prototyping, and preparing documentation for developer handoff. We moved steadily from analysing the under-the-hood Nuon.nl website (the predecessor of Vattenfall.nl) to rapidly prototyping and testing what it could look like in the future.

Being 1 of 2 UX Designers

I provided a 60/40 ratio with my companion being 40/60, UX/Visual design. Together we formed the glue in an iterative design process, from analysis to synthesis, designing to prototyping, and preparing documentation for developer handoff. We moved steadily from analysing the under-the-hood Nuon.nl website (the predecessor of Vattenfall.nl) to rapidly prototyping and testing what it could look like in the future.

Primary call-to-action on the homepage of Vattenfall.nl

Primary call-to-action on the homepage of Vattenfall.nl

Primary call-to-action on the homepage of Vattenfall.nl

Approaching from the business-side

With a team shifting from 7 to 15 experts, we focussed on improving conversion, engagement, and usability. Data-based decisions were made on how to reduce the number of steps, reduce time spent in the sales funnel and define an overarching framework for interconnected flows and additional products (e.g. district heating, solar panels, and electric charging).

Approaching from the business-side

With a team shifting from 7 to 15 experts, we focussed on improving conversion, engagement, and usability. Data-based decisions were made on how to reduce the number of steps, reduce time spent in the sales funnel and define an overarching framework for interconnected flows and additional products (e.g. district heating, solar panels, and electric charging).

Approaching from the business-side

With a team shifting from 7 to 15 experts, we focussed on improving conversion, engagement, and usability. Data-based decisions were made on how to reduce the number of steps, reduce time spent in the sales funnel and define an overarching framework for interconnected flows and additional products (e.g. district heating, solar panels, and electric charging).

First salesflow step using the brand-new design system

First salesflow step using the brand-new design system

First salesflow step using the brand-new design system

Developing conceptual models

The main principle of interaction design was to maintain a minimal design where focus and tranquility are central and the user is attracted and intrigued by a moment of choice in the form of a group of click/touch-ready tiles placed in the center of the screen. In addition, I helped shape screen-level interaction designs for different flows, tasks, use cases, and details. Based on cookies and location data products are offered. For support we provide information and tooling.

Developing conceptual models

The main principle of interaction design was to maintain a minimal design where focus and tranquility are central and the user is attracted and intrigued by a moment of choice in the form of a group of click/touch-ready tiles placed in the center of the screen. In addition, I helped shape screen-level interaction designs for different flows, tasks, use cases, and details. Based on cookies and location data products are offered. For support we provide information and tooling.

Developing conceptual models

The main principle of interaction design was to maintain a minimal design where focus and tranquility are central and the user is attracted and intrigued by a moment of choice in the form of a group of click/touch-ready tiles placed in the center of the screen. In addition, I helped shape screen-level interaction designs for different flows, tasks, use cases, and details. Based on cookies and location data products are offered. For support we provide information and tooling.

Vanilla salesflow offers tooling to fulfill needs in the flow

Vanilla salesflow offers tooling to fulfill needs in the flow

Vanilla salesflow offers tooling to fulfill needs in the flow

Increasing conversion for sales

Through different iterations of research and testing we ensured value of the new service concept. Firstly, a proof of concept was prototyped in Figma for early user testing with a hand full of people through a indirect network of participants. Secondly, proposed design patterns and mechanisms connecting to the back-end were developed for automation testing parallel to business analysis. Thirdly, a live beta version of the existing product provided opportunities for A/B testing and continuous development on more detail-level with conversion experts.

Increasing conversion for sales

Through different iterations of research and testing we ensured value of the new service concept. Firstly, a proof of concept was prototyped in Figma for early user testing with a hand full of people through a indirect network of participants. Secondly, proposed design patterns and mechanisms connecting to the back-end were developed for automation testing parallel to business analysis. Thirdly, a live beta version of the existing product provided opportunities for A/B testing and continuous development on more detail-level with conversion experts.

Increasing conversion for sales

Through different iterations of research and testing we ensured value of the new service concept. Firstly, a proof of concept was prototyped in Figma for early user testing with a hand full of people through a indirect network of participants. Secondly, proposed design patterns and mechanisms connecting to the back-end were developed for automation testing parallel to business analysis. Thirdly, a live beta version of the existing product provided opportunities for A/B testing and continuous development on more detail-level with conversion experts.

A framework for the vast array of Vattenfall’s propositions

A framework for the vast array of Vattenfall’s propositions

A framework for the vast array of Vattenfall’s propositions

Keeping the holistic view in mind

The renewed sales flow enables Vattenfall to reliably collect and aggregate business-critical data regarding users and their behaviour on their channels. A user interface was designed to meet the different needs of the internal legal, sales, brand, accessibility, privacy, technology, and marketing teams. As a result, other product teams adopted our framework and learnings to continue building on.

Keeping the holistic view in mind

The renewed sales flow enables Vattenfall to reliably collect and aggregate business-critical data regarding users and their behaviour on their channels. A user interface was designed to meet the different needs of the internal legal, sales, brand, accessibility, privacy, technology, and marketing teams. As a result, other product teams adopted our framework and learnings to continue building on.

Keeping the holistic view in mind

The renewed sales flow enables Vattenfall to reliably collect and aggregate business-critical data regarding users and their behaviour on their channels. A user interface was designed to meet the different needs of the internal legal, sales, brand, accessibility, privacy, technology, and marketing teams. As a result, other product teams adopted our framework and learnings to continue building on.

From primitives to design patterns, all documented centrally

From primitives to design patterns, all documented centrally

From primitives to design patterns, all documented centrally

Spearheading the use of Figma

As an external employee, I noticed the sheer quantity of different knowledge storages. From a design perspective only having Sketch, Invision, Zeplin, Abstract, and different brand & media libraries. During their transition to Figma, I formed a group to synthesise knowledge to a shared Figma library (i.e. going from 7 to 2 tools). As a result, we managed to have research, design, and technical documentation in one place for all product teams.

Spearheading the use of Figma

As an external employee, I noticed the sheer quantity of different knowledge storages. From a design perspective only having Sketch, Invision, Zeplin, Abstract, and different brand & media libraries. During their transition to Figma, I formed a group to synthesise knowledge to a shared Figma library (i.e. going from 7 to 2 tools). As a result, we managed to have research, design, and technical documentation in one place for all product teams.

Spearheading the use of Figma

As an external employee, I noticed the sheer quantity of different knowledge storages. From a design perspective only having Sketch, Invision, Zeplin, Abstract, and different brand & media libraries. During their transition to Figma, I formed a group to synthesise knowledge to a shared Figma library (i.e. going from 7 to 2 tools). As a result, we managed to have research, design, and technical documentation in one place for all product teams.

Learnings

What I’ve learned is that having a strong vision for the future is important. However, it’s also critical to set measurable and tangible goals in much closer time (especially in big corporations). The key thing here is to have both. In order to align all the talented teams and individuals with the business strategy, you need both a distant vision that inspires you, and a closer plan that helps you get there.

Learnings

What I’ve learned is that having a strong vision for the future is important. However, it’s also critical to set measurable and tangible goals in much closer time (especially in big corporations). The key thing here is to have both. In order to align all the talented teams and individuals with the business strategy, you need both a distant vision that inspires you, and a closer plan that helps you get there.

Learnings

What I’ve learned is that having a strong vision for the future is important. However, it’s also critical to set measurable and tangible goals in much closer time (especially in big corporations). The key thing here is to have both. In order to align all the talented teams and individuals with the business strategy, you need both a distant vision that inspires you, and a closer plan that helps you get there.