Intouch

Role and ownership

I led design on this account. I set the visual and interaction direction across five surfaces (social touchpoints, the public website, the web dashboard, and the iOS and Android apps) and reviewed the work of the mid-level designer on the team.

Strategy aside, I carried the work myself from there through to release.

What was delivered

• Research & information architecture
• Design system
• Working prototypes
• Shipped product interface

Dashboard

304 artboards

App · dark mode

818 artboards

App · light mode

818 artboards

Counts describe the scope of the work, not its results.

Where it stands

When my assignment changed, I handed the ongoing design work over to the team.

The work 10 views

1. 01
   Product ecosystem

   A digital office for internal communication

   Merging the three was a product-strategy call, not a convenience: communication, participation and internal services stop being three systems and become one, the same on a phone as on the web.

2. 02
   Mobile experience

   One feed, not five apps

   Separate tabs were on the table; the single scroll won. Company news, social posts, announcements and events arrive in one place, so an employee checks one screen instead of remembering where each thing lives.

3. 03
   Community participation

   Employees post, not just read

   Some organisations asked for employees who only read. The compose box stayed: a profile, a way to post, and a way to find the groups worth joining, employees as contributors, not as an audience.

4. 04
   Employee services

   Services where the reading already happens

   It never collided with the HR system; it read as one of the product's own features. Surveys, listings, polls and short request flows sit inside the same app as the news, so nobody is sent elsewhere for a two-field form.

5. 05
   White labelling

   Built once, branded per client

   The ceiling on customisation was set on purpose: colours, logos and content are configuration, and no further. Each organisation gets its own look while the product underneath stays one product.

6. 06
   Private community

   Each organisation, walled off

   Isolation is a product feature here, not an architecture footnote. Every client gets its own hub (its people, its communities, its services) and nothing crosses between them.

7. 07
   Adoption dashboard

   Visibility into platform adoption

   This is a product feature, not surveillance, and that line was drawn deliberately. Who is using the platform, who has drifted away, and what the pattern means: read at a glance instead of assembled from reports.

8. 08
   Administration

   Admins configure, not request

   Self-service administration is part of what the product sells. Modules, content, users and features are switched on and off by the client's own admins, so a change does not start with a support ticket.

9. 09
   Survey builder

   Flexible survey creation

   It was one tool from the start, never three: writing the questions, setting the options and publishing the survey are a single guided path.

10. 10
    Reporting

    By answer, or by person

    The two views exist because one person can end up with two accounts. Results read both ways (what everyone answered, and what one person answered) with filters, and an export for the questions the screen does not cover.