Wings, an aviation insurance platform, focused on streamlining policy quoting and management by integrating multiple underwriters for seamless comparisons. As the project leader and designer team of one, I managed product discovery, research, design, API negotiations, and acceptance testing, ensuring an end-to-end delivery and oversight of the project.
We developed an external dashboard for policyholders to obtain instant quotes, compare underwriters, and manage policies, along with an internal admin portal for configuration and overview.
The successful delivery of my work and of my team caused the contract to be extended for a long-term partnership.
Wings had started discovery work with another consulting agency but were unhappy with the results, so they reached out to us.
After reviewing their existing work, we found confusing UIs with little process or discovery. To ensure better delivery, I restarted from the ground up, using their screens only as references. That some of which, we decided to redesign or change entirely.
As a leader and a maker in this project, my first objective was understanding all niched industry terms and share them all with my team
Providing context, I trained a ChatGPT AI to build understand all project context that we used during the project to help define some unkown terms of aircraft insurancing in glossaries, workflows, API term definition and even ideation.
Getting to know more of the terms, to start imagining the rebuilding of the experience and arragment of information, I lead the discussions with the client to build a information architecture.
That helped me organize the sitemap and progressive disclousure flow, but also, I've used to guide the planning with the architect and tech lead in how we would build the system entity diagram.
I`ve developed swimlanes diagrams for keypoints of the system, following the service blueprint scheme. My goal with artifacts like these are to externalize early concepts and ideas that I have to the client and to the development team.
Even with the scope already defined in contract and in the statement of work. The discovery work was so impactful that we needed to create a new user storymap and repriorirtize the MVP and the main features that would be developed in the first phase.
APIs integration were a big thing in this project, so as the leader of the delivery and prospecting a long-term partnership, even if we wouldn't develop the integration in the first release, I started contact with all of them and made sure my client knew the timeline.
With development already getting closer to the product's delivery timeline, I've decided to prioritize the dashboard of the system using the pareto principle, that was one of the most complex and important features.
Before start componentization, I designed different layouts to explore how much information we wanted to display and what styles fitted the most with the company.
Not only UI had different alternatives and iterations, but SalesForce and underwriters` API also were a challenge to figure out, where I spent certain time iterating searching for the best experience for the user and most feasible option for development.
As in all other projects leading the all product deliverables of the project, my priority is always to be as organized and communicate as much in context.
I've added additional checklists to improve more of my communication, flows were organized in pages, sequenced from left to right and every page had an special responsiveness handoff with developer notes.
For additional context, besides user story requirements written by the P.O. - In epics, I always add the business context, the video flow of the epic and the responsiveness guide.
All my layouts follow a grid, auto-layout and components organized in Figma. Making developing much more faster and parameterized.
The system evolved into four versions: two external—one for promoting fleets and another for promoting residential electrification; and two internal—one for iterating sales pitch scenarios and an admin panel for configuring global values.
But assets were shared around them, to increase consistency and iteration. However calculations varied complexity and information for each audience.
You can access online at Entergy emobility. Keep in mind that changes were done since the delivery.
The onboarding process was designed to efficiently gather over 30 required data points while minimizing user effort. The flow dynamically adjusts, requesting only essential information while allowing users to add extra details if needed.
To reduce drop-offs, authentication only happens right before the quote selection. The system intelligently checks if users already exist in Salesforce using their email, streamlining the experience for both new and returning users.
After logging in, users get an overview of the platform’s capabilities and can compare different underwriters. The flow prioritizes policy requirements first, allowing users to finalize their decision based on pricing later.
A central hub for managing policies, pilots, and claims. Users can view active and inactive policies, invite pilots, file claims, or renew policies. Designed with a mobile-first approach, instead of design resposive we designed it to be adaptive to desktop use.
This feature functions as a built-in ticketing system for policy changes, integrating directly with Salesforce. Users can submit and track requests, which are converted into internal SalesForce tasks.
A dedicated space for managing transactions, integrating ePay for new payments while also accommodating historical Salesforce records. The design both past and ongoing payment tracking, using ePay or other SalesForce stored payment.