Mulberry

Highlights

There is simply too much work to include everything here. Instead, I’ve included some project highlights to demonstrate the breadth and depth of my experience, the key challenges and how my role has evolved over time.

Tools, Process & Deliverables

My output during this time has covered (pretty much) every conceivable UX deliverable, from sitemaps, user journeys, wireframes and prototypes, to UX strategy decks and component libraries.

I’ve always been a believer in adapting one’s tools and approach to achieve the best outcome for a project. My role at Mulberry is a testament to this pragmatic approach.

I initially used a combination of Sketch, Flinto and Zeplin for all UX output. This involved the development of a centralised Sketch symbols library, to ensure I could quickly update large flows and maintain consistency across numerous files.

Since 2020, partly in reaction to the pandemic, but also as design tools have matured and permitted better ways of working, I’ve transitioned from Sketch to Figma.

I now use a combination of Figma, Maze, Optimizely, Content Square, Confluence and various video conferencing tools in my never-ending quest to improve and optimise my design process and efficiency.

Key Challenges

I’ve encountered many challenges over the past seven years, some good, some not so good, but all have added to the experience and shaped my role and professional progression. Here are some highlights:

Gaining Traction

It takes time to gain traction within an organisation when you are only physically present for 1 day per week. First, you need exposure to the right teams, for those individuals to realise the value you bring and then respect and trust you professionally. This takes time, but it is achievable through perseverance and with a pragmatic, personable approach.

Changing Perceptions

Linked to the first point, is the ability to be able to challenge the way things are done and the perceptions of the importance and place that UX has within design and also luxury fashion as a whole. Again, this takes time and perseverance. However, by repeatedly delivering quality work and building relationships, things can and do change.

User Testing

Oftentimes, projects have had a limited timeframe and budget, and user testing has been viewed as a luxury within the business. Internal user testing has been included as part of various project, but it is disappointing that this hasn’t fully been basked into the process.

Data-driven Data

By establishing customer experience as a role within the business and working closely with that department over the past four years, we have managed to elevate the importance of making data-driven design decisions, rather than following trends or stakeholder opinions or preferences. This has ultimately led to better experiences that are more user-friendly and deliver better ROI.

Fragmentation & Lack of Ownership

The digital transformation project, which has its inherent complexities, has been particularly challenging as the scope, vision and teams responsible for delivering the project have changed. It remains to be seen as whether the redesign will meet original expectations and goals. More on this once the project goes live later this year.

Key Learnings