Portfolio

Bit of Energy

co-founder & final bachelor project

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Bit of Energy is an educational game set out to teach children around the age of eight years old about energy use. The game, that exists of both a tangible measuring tool and a digital interactive story guides children safely and adventurously trough the world of Crocky the current measuring crocodile. With this adventure, both Crocky and the children learn about energy user, its global impact and what they can do about it in their own environment. The tangible tool provides a way to explore these themes hands on without getting in direct contact with the dangers of currents.

While this game is played, the children will not only become the parents’ personal sustainability coach, they will also work on creating an appliance specific list of energy use. Which can be used to give better insights in their overall power usage.

• Partners Hulan b.v., Blue Engineering, Tsinghua University, Smart Design to Market (ASML)
• Date: May 2016 - May 2018
• Website: bitofenergy.nl

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VINCE Innovation Center

Lead UX Design

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'prototype OneClaim'

I was the UX designer within the innovation centre of the insurance company of Vivat (Reaal, Zwiterleven, Nowgo, Actiam). Within the team I was first of all facilitating a multitude of projects, with the aim of developing the loose ideas that came in towards a minimum viable product with a devoted team that worked on it. At the same time I was the reference point for all things UX, that were done within the team and was facilitating design sprints were needed.

I have learned to prototype quickly, I used mostly the adobe creative suite and adobe xd for this. Within the longer projects I quickly developed in stakeholder management and in my facilitating skills

• Date: May 2018 - January 2019
• Website: vivat.nl

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s.v.i.d. Lucid

Chairman board year

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As the chairman of the association I was responsible for writing and carrying out our policy, and representing the association towards all parties involved. The association was heavily involved in the faculties move from the main building to Laplace while the faculty on the verge/ in the middle of a reform. My role here was to reshape Lucid in such a way that it would be of as much value to its students in its new situation.

This meant that my mindset shifted from a designer to a design-manager, focussing more on managing tasks than the hands-on tasks. Being a board member I developed my soft-skills enormously. Through intensive teamwork, chaotic multi-tasking, dealing with deadlines and representing the organisation towards multiple parties, I have grown more towards the role of a design manager.

This year had a great influence on my identity as it shifted my focus from conceptualizing to realizing. The realisation of projects, and all the challenges that come with it, became important to me. As the chairman I became invested in the ideas that initiatives that boiled up from the members of the association should have a place be realized. This has contributed to my leadership skills substantially.

• Team 6
• Date: September 2014 - August 2015
• Website: Lucid

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Joylent

User research internship

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I did an internship at one of the fastest growing Dutch startups: Joylent. At the time I started there it was a simple one-product company, and by the time I finished my internship they grew into a multiple product organisation and they were building their third production line to keep up with customer demand.

By that time I was the only designer in the company. At the beginning of the internship this made me question what my actual job was. But I quickly defined my position within the organisation. As the designer I was finding out why the customers were using the product, and thus how the product could be better at meeting this need. After defining the variety of motivations of the users, I was the voice of the user within the office. This led to better acquisition of new potential users, easier to use products, easier to navigate webshops and a user-feedback platform.

This internship taught me the powers of design thinking. I noticed that it was only I that had the superpower of defining user motivations. I feel that I helped the company forward with making them better understand and work with their customers.

The internship also showed me that I find it important to feel as if I can make a difference. The company knew that they were part of a radical change for the food industry, and I myself could actually mean something for that change.

• Date: 2015
• Website: Joylent

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Swoosh

published paper

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In 2016 I have been part in writing a paper besides my formal studies. Together with three other students we created a project called the Swoosh, a stone that translated movement in sound, to be used in training and curating dance performers. When we send our paper to the Tangible Embodied Interaction conference that would be held in Eindhoven that year, the student project was accepted and the paper was presented. The project was received well during the conference as we won both the audience prize and the 2nd price from the jury for best student paper.

• published at: TEI'16
• Date: November 2015
• Source: ACM

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UNICEF Netherlands

Track & Trace

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project goals

This project was the first project in which I have been fully involved. The scope of the project was quite large: How can we attract more young people to donate to our cause? Young being anywhere between 25 and 45 years old, in UNICEF’s case. The project was consciously set up this broad, to give the team working on it the chance explore a broad set of strategies and possible solutions. This knowledge could serve the members of the team and the organisation not only on the short term, but on the implementation of other projects as well.

Process

The team existed of the innovation team (three members), one member of the communications department, one member of the private donators department and one member of the partnerships department.

research

Because of the broad scope of the project, the defining phase of the project was done rather elaborate. It started with exploring our own preconceptions of the group, after which we developed our hypothesis, which were tested by providing a design probe to the target audience and analysing their reactions to it. For the development of these probes and hypotheses, we needed to develop semi-solutions to the problems we envisioned, and thus the learning about the problem and the creation of the solutions were done simultaneously, though not in a linear matter. In the beginning the user research was very broad. We would start out with five minute user interviews with participants found at the central train station, to develop our empathy maps. When our understanding of the audience and their behaviour got better, we would provide these participants with mock-ups of a web-page in which we proposed a concept and tried to find out about the reactions of this.

The concept of track & trace was more and more defined, and its requirements got more and more clear.

Solution

Eventually, core behaviour and pains were defined as a result of a multitude of user tests on different concepts. We would zoom in on a sub-set of the audience and a specific pain or problem they had; transparency and lack of empathy with the goal. From this point on our research would converge on one solution and the target audience would be more and more specified; no more rapid-testing on the public transport stations, but more specific sourcing of the audience.

One of the concepts, build and tested with 10 users, and analysed in a day.

This process of converging went on until we had a concept that was easy to communicate, and ready to implement in the rest of the organisation. For this a business case needed to be made -how to make this viable for the rest of the organisation- and tested before the project could be piloted on a bigger scale.

proof of concept

This viability test came in the form of providing the track & trace service to subsidiary donators of an emergency cause that developed around that time. After these people donated, we provided them with a fake track & trace journey, in which they got information about the products that were send to the emergency area, and eventually ended with those in need. After this we tracked their loyalty (how many would donate again, and how much) and set that off against those who we didn’t provide with this concept. Even though this did not prove that this would trigger donators to give, it did provide us with some assurance that the extra loyalty acquired could be translated in financial gains for UNICEF. At the same time this assured us that there would not be complains from this bigger audience, and no big mistakes were being overseen by us. This small test gave the business plenty of assurance that it could be implemented in the upcoming bigger winter-campaign.

pilot

During the winter campaign the concept was rolled out. The concept is highly context depended. This meant that we, as an innovation team, were less and less involved with the creation of this pilot. We would still be mostly involved with the creation of the architecture and customer journey, but the content would be dictated by the campaigning team. The campaign turned out to work well with a slightly younger audience, although this could also be caused by other variables like being available on new channels like social media. It is only on the long term where we could measure the true value of the loyalty acquired through this system.

• client: UNICEF Netherlands
• Date: September 2019 - January 2019

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UNICEF Netherlands

Vriendenboekje

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problem statement

With this project we tried to copy a successful concept that has been developed by the innovation team in the UK. The concept presents an subscription for children of the age of around 8, they get a letter from the character Paddington, who travels the world and tells stories about this.

Process

Development costs could be fairly low for such a product, but we have to be sure that this concept resonates as well in the Netherlands as it did in the UK. For this I made a web-page where people could order the product, but that had a fake door to an inquiry. This way we did not only get insight on people their reactions, but also about their motivations.

The first probe; a fake-door to an inquiry. Targeted to the excact audience.

With this test we quickly learned that the core needs were also valued in the Netherlands: An subscription to UNICEF that teaches children about the different cultures around the world. We also learned that Paddington is perceived very different in this country, which meant that we had to make changes there. This was not predicted, and if this quick user test was not performed, different decisions would probably have been made.

For the second tests we are co-developing a friend’s book, with children. A Dutch tv presenter will travel the world and visit children all over the world. His letters to the children help the children to fill out their book with the information about the kids that this presenter meets. The results of this test are not available yet.

Assets of the prototype that is currently being tested.

• client: UNICEF Netherlands
• Date: March 2019 - March 2019

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UNICEF Netherlands

Help-mee platform

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Problem statement

Not all projects go as planned or are considered successful. After some time at UNICEF we, in innovation team, decided to try some things out with our processes. One example of this is the introduction of the design sprint. I am experienced in facilitating these single-week, product development sprints. We decided to try this out together with the team that is working on the helpmee-platform. A platform where any volunteer can raise their own funds on their own preferred way. We see a wide variety of volunteers on this platform: children that do heitje-voor-karweitje, birthday parties ask for a donation to UNICEF and group activities that raise money for UNICEF.

What went wrong

During the sprint we pivoted on the user group. This made it very hard to analyse and get to know the user group, and on top of all: we had to get the right participants in on Friday that week. We did not manage to do that, which led to inconclusive results of the week. Later we conducted some user tests, using card-sorting, to get some insight. But the initial motivation and the mandate seemed to have lowered a since then.

This has a variety of causes: We did not have the background knowledge necessary for the sprint, more initial research on the problem was needed in advance. This made us insecure in our decisions during the week. Another problem was the lack of seniority in the room during the week. The team existed of someone who was just made responsible on the topic, but lacked the historic knowledge, two interns, and the innovation team. This made it hard to make the rigorous decisions that are necessary during a design sprint, as everything had to go past more senior members of the organisation. Ideally, you want the people making the decisions in the room. The last problem was the problem statement: this was too vague and wide. This has to do with the previous two points, you want to have the right knowledge and authority in the room for the right problem.

After this we decided that we need more research on the motivations and actions of the users on the platform before we can begin to design form them. This will be done in collaboration with the TU/e.

• client: UNICEF Netherlands
• Date: March 2019 - March 2019

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KPN Location Register

KPN

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Project goal

This was a small project I worked on while working on the product catalogue for KPN. The goal of this project was to get an internal place to look up where the stuff of KPN was located and to help their servicemen to do their job. It combined the data from the Dutch cadaster and KPN their own data and presented that in a logical way for its users.

Process

The biggest hurdles here were balancing useful functionality from a UX perspective with development time. For this I envisioned a prototype which had all the niceties we could envision, after which the dev-team, the project owner and me killed the darlings that were not necessary for the minimal viable product.

• client: KPN

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KPN Product Catalogue

KPN

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Project goal

This project was called into life to streamline the work at KPN, the biggest telecommunication services in the Netherlands. While the company deals with a multitude of products and sets of products that all need to be managed from different perspectives, this is all done in different digital spaces. The Product Catalogue was built to maintain a single source of truth when it comes to a products lifecycle, its prices, and its elements.

Process

Such products have a multitude of users that are all very depended on the system that was being build. Good and pleasant usability is of utmost importance when your users will spend much of their working hours using your system. Risk management is very important if the set prices in this platform communicate to a multitude of different platforms and will have bottom line consequences. For this reason, during the development of the product I held very close contact with all the stakeholders. Were scrum usually demo’s once every sprint, my style was to have more short conversations with the product owner and the key stakeholders. This made it possible to create multiple solutions to functions and at the same time do micro-user tests without impeding the development time too much. Because the platform had so many functions in it, I ran scrum for this project, usually working about a month in front of the development team.

• client: KPN
• Date: Februari 2021 - April 2022

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Surgical Navigation

Philips Design

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Project goal

For Philips Design I worked on the development of new concepts that are being rolled out for their mobile X-ray systems. I am not allowed to get into the context of these projects, but I will try to elaborate a bit about the challenges I faced here and the processes I applied.

Process

This project was happening in a highly technical context. With many user limitations and user risk factors. The project started with a new technical possibility. My job was to find a safe way to implement this technology so that the users of the mobile X-ray machines of Philips could also use this technology, without it interfering with their usual workflow. This sort of project comes with many unknown unknowns, and for that reason I applied a lean process, shaping my knowledge and the project more and more as we went.

For this to happen My job as a UX-designer was twofold: analyzing possible risky situations – from an experience and a usability perspective - and getting the prototype in a higher fidelity each iteration, so the business was able to imagine the possible value they could bring to all the different tables. With bringing the prototype from a low to a high fidelity, I mean that I tried to fill in the unknowns in the user journey more and more. This started out with a global happy flow, drawn up with other members of the development team. Later the workflow we become more and more detailed, and it needed wireframes not just for the physical workflow of an operation, but also of the screens and the positioning of the screens in the room. Eventually I would be working on a clickable prototype and the final designs of the application, all the while working out more and more possible user scenarios.

• client: Philips design
• Date: March 2020 - January 2021

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Analysis Filtering

Contentsquare

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Project goal

Imagine you have a platform that allegedly helps you to find out how your website or app is used. There are years of data on who, where and where, and even more on what these users actually did. This platform is immensely useful for a broad spectrum of people, from developers looking for errors and bugs, designers looking for improvements in workflows or marketing analysts looking for trends and conversions.

But how do you make sure all these different kinds of users could filter out this data in a way that they find the insights that are of value to them, when the data is layered and complex? Designing for this filtering was my job at Contentsquare, an extremely complex challenge from an UX point of view.

Process

There was no single problem that needed to be solved here, or one thing that had to be built. Together with the Product Manager of my team we set about to continuously improve on the product that our users were already somewhat used to. We did this by combining behavioral data from our own platform, with weekly interviews with our users. This way we could prioritize the improvements that would have the biggest positive impact for all the users of the platform.

After this initial process of prioritizing and validating a problem, we would set out to find the simplest solution possible. This was never easy, as the filtering is a feature that is an essential tool throughout the whole platform. Use cases were always interwoven with restrictions of other teams, and we were always looking for solutions that would never break the expected behavior while still being cheap to build for our developers. The only method that would work in this environment is prototyping early, and communicating these prototypes with all stakeholders and users. In my experience, a methodical approach like this is essential in solving design problems as complex and interwoven as these.

• client: Contentsquare
• Date: May 2022 - Present

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Price at the Tsinghua design challenge

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Price at the TUe Contest

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Price at the ASML pitch event

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