IBBA360 — Assets Booking Tool 2.0

The challenge involved reassessing the existing trade ticket tool, known as the “boletadorzinho,” which was hosted on an external server. Despite being outdated and offering limited functionality, it was widely used by brokers. At the same time, an internal trade ticket tool had low adoption. The goal was to understand what brokers valued in the legacy tool, identify problems in the existing web-based tool, and propose an improved version: Assets Booking Tool 2.0. This new version needed to incorporate the insights gathered and introduce significant improvements. As part of the challenge, the ultimate goal was to decommission the legacy tool because of the maintenance complications associated with the external server.

In this project, my role covered several areas, including UX (User Experience), UI (User Interface), user research and validation, as well as full ownership of the discovery process and QA (Quality Assurance). This cross-functional approach provided an integrated view of development, from interface design through validation with end users, ensuring delivery of a solution aligned with the expectations and needs identified throughout the project.

• Reduce the average trade ticketing time (from approximately 3 minutes in the web tool and approximately 30 seconds in the legacy tool).
• Provide access to all brokers.
• Have 80% of brokers using the web platform.
• Indirectly improve the experience of external clients.

Kickoff

Kickoff and Alignment Process: At the beginning of the project, a kickoff process was conducted, a crucial step in aligning everyone involved. During this phase, we worked closely with Product Managers (PMs) to understand the project's guidelines, goals, and expectations. The necessary access permissions were also granted to ensure an effective immersion in the project environment.

User Group Identification: Identifying and defining the user group were essential steps. Understanding the characteristics, needs, and expectations of this target audience provided a solid foundation for developing user-centered solutions.

Desk Research

The process began with extensive desk research, consisting of an in-depth analysis of existing information. Relevant data, studies, and documents were reviewed to understand the context, best practices, and market trends.

Benchmark

Benchmark: Next, we conducted a comparative analysis of leading industry references. This phase involved evaluating similar platforms and identifying their strengths, weaknesses, and innovations. The goal was to extract valuable insights that could guide the evolution of the platform under development.

CSD Matrix

Creation of the CSD Matrix (Context, Scope, and Data): A CSD Matrix was created to address the project context and the scope of the activities to be developed. This matrix served as a strategic guide for aligning actions and ensuring that all team members shared a consistent vision.

During the initial phase, seven user interviews were conducted to deepen our understanding of their needs, identify pain points, and answer questions raised in the CSD (Customer Success Design) matrix. This direct approach with users provided valuable insights into their experiences, expectations, and challenges.

The specific objectives of this phase were:

• Pain Point Identification ...
• Answers for the CSD Matrix ...
• Usage Identification ...

This initial research was crucial for supporting design decisions, guiding the development of solutions tailored to user needs, and ensuring that the platform aligned with their expectations. The feedback collected during this phase served as the foundation for the evolution of the interface and the improvement of the user experience throughout the project.

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Shadowing

Two days were dedicated to shadowing, an approach that enabled deeper immersion in the daily routines of two key users. Each day, we closely observed one user's work, providing a more thorough understanding of their activities and specific challenges.

During this period, the interaction was more practical and direct, including the execution of a real trade ticket as an experiment. This hands-on approach provided a more detailed understanding of the navigation flow, particularly keyboard use, including shortcuts such as the Tab key and arrow keys. Direct observation revealed nuances and difficulties that may not have been fully addressed in the initial interviews.

Shadowing not only enriched our understanding of the users' workflows, but also helped identify opportunities to improve the interface, ensuring that the proposed solutions aligned with real user needs and ultimately improving the platform's trade ticketing experience.

Prioritization with Stakeholders

After completing the analysis of results from the previous phases, we dedicated considerable time to mapping the potential features for the new version of the trade ticket tool. At this stage, I resumed conversations with the two main brokers who had been closely involved in the project to understand their needs and expectations.

During these conversations, we identified their priority items and the features they considered essential for improving the efficiency and usability of the new tool. This direct collaboration with end users was critical to ensuring that the selected features aligned with their real needs and that the new version fully met their expectations and operational requirements.

This co-creation process and continuous alignment with key stakeholders contributed to defining a clear roadmap focused on the project's strategic priorities.

Business Prioritization

After filtering the needs of end users, we held a strategic meeting with the Product Manager (PM) and the squad's Tech Lead to prioritize features for each release. During this meeting, we carefully considered business factors and technical feasibility to balance market demands with implementation capacity.

In this discussion, we considered not only the importance of the features to end users, but also their alignment with the product vision and the company's strategic objectives. The PM provided valuable insights into business priorities, while the Tech Lead assessed technical complexity and available resources.

The result of this collaboration was a clear plan for subsequent releases of the trade ticket tool, with a strategic distribution of features designed to maximize positive impact for end users while accounting for the practical and technical aspects of implementation. This alignment between business and technology was essential to ensuring the project's continued success.

Ideation with the Development Team

Based on all the established parameters, I facilitated an ideation workshop with the team, emphasizing the active participation of developers. Using the “Crazy 8s” method, I created a space where each team member had the opportunity to generate eight quick ideas within a short period.

This approach not only encouraged the rapid generation of ideas, but also enabled developers to share their perspectives and understanding of the project. During the workshop, I facilitated discussions about the technical feasibility of the proposed ideas, creating a collaborative and engaging environment.

The developers' active participation not only enriched the ideation process with valuable insights, but also strengthened their sense of ownership and commitment to the project. Keeping the team informed and involved from the early stages was essential to promoting a collaborative work environment and ensuring that the proposed solutions were well received and feasible.

V1

V2 — Product Setup

In the second version of the project, we migrated the trade ticket tool to a new platform called “Product Setup,” which was also under development. In this first iteration, we focused on adapting the tool's visual identity so it would integrate cohesively into the new platform.