Ethnographic research was conducted to analyze how users interacted with and navigated the old website in their workplace. The study was divided into two types: closed and open testing. In closed testing, participants were given predefined scenarios to complete, allowing researchers to observe their navigation patterns and task execution. Open testing, on the other hand, provided participants with minimal instructions, enabling them to explore the website freely. This approach helped identify the tasks and information they naturally engaged with. This research phase revealed that members found the information redundant, with the same content appearing in multiple sections of the website unnecessarily, often in areas unrelated to the topic. Research Phase 2 months.

​

Research findings was presented to stakeholders and executive team for updated them on the project and their thoughts.

After completing the research, the data was gathered and analyzed using an Affinity Diagram, a method that organizes information into themes and helps identify gaps. I led multiple workshops involving my internal team, the IT team, and various company departments. Including teams that interact directly with members and serve as key customer touchpoints brought diverse perspectives and new ideas to the table. These workshops enabled us to develop user flows, refine the information architecture, and identify new features—absent from the old website—that would enhance the user experience.

I used Sketch to design wireframes and mockups, a process that took three weeks to complete. Throughout this phase, I conducted internal team workshops to ensure we were on the right track and to explore ideas collaboratively. Once the wireframes and mockups were finalized, I created a prototype, which was then used for testing.

The prototype was presented to stakeholders and the executive team for their approval, as well as to address any concerns or feedback on the design.

​

The testing phase was first conducted with the internal team, IT team, and various departments involved in the customer journey and touchpoints before being extended to target users. Testing was carried out in two ways: task testing and open testing. In task testing, participants were given a predefined list of tasks to complete, allowing us to observe their interactions. In open testing, testers had the freedom to explore the prototype as they wished, providing insights into natural navigation patterns and user behavior. After testing was completed, each tester shared their findings and experiences navigating the interface. This was done through a collaborative discussion, where target users and the team worked together to identify user experience gaps, gather feedback, and analyze tester insights. The testing phase took month to complete with iterations.

The final product was presented to stakeholders and the executive team for their approval, as well as to address any questions or concerns they had.

We identified that website traffic was lowest during weekend nights, making it the ideal time for the website launch. This timing allowed us to address any potential issues before peak traffic hours. By implementing this strategy, we minimized member support calls, reduced the risk of major disruptions, and ensured that, if necessary, we could temporarily revert to the old website while resolving any critical issues.