We laid the groundwork for future innovations in our product by employing a detailed analysis of the market and competitors. This involved a deep dive into industry reports, analysis of competitor product features, and monitoring trends in consumer behavior to identify gaps and opportunities. Additionally, we adopted a structured approach to processing user feedback, utilizing surveys, in-depth interviews, and sentiment analysis on social media and review platforms to capture a broad spectrum of user experiences and preferences. Our UX research was comprehensive, incorporating СJM, UX testing, and A/B testing to uncover pain points and discover what users truly valued. These methods provided us with a rich, data-driven foundation to inform our product development strategies, ensuring that every innovation was user-centric and market-informed.

When the leaders set the deadlines and allocated resources, the whole team, based on the development plan, developed a product vision - a clear vision of the product's target state and its value for each category of users. This synchronized everyone's understanding of the user category, the value of features, timelines, scope of work, and the final result. Sketches of interfaces and Lean Canvas helped in this process.

Colleagues taught me: when forming a product vision, it's necessary to analyze not only the market but also the "project graveyard." There you can learn what didn't "take off" for predecessors and understand the reasons to avoid making the same mistake.

Based on the development plan, I formulated functional requirements as the basis for developing specific tasks and functionalities that were to be implemented.

Conducted qualitative and quantitative research: expert and user interviews, surveys, tests, and shadowing

During interviews with users, I was amazed at how much my vision of a convenient interface could differ from how the users see it.
Additionally, it was invigorating to see how different the users are. While one is thrilled by the convenience and beauty of the interface, another suffers. A slight move of a button, and a user's eye twitches and fists clench. So, I made sure not to spoil the user experience for some users while enhancing the interface for others

We formulated hypotheses, then I validated them by creating clickable prototype and testing it with real users, measuring user satisfaction and changes in metrics.;

After testing hypotheses, I planned the product development stages. I prioritized tasks based on the development plan, the impact of tasks on metrics, and their complexity. I conducted backlog grooming after every major release.

I created a Design System and UI kit, then designed user interfaces using components, auto-layouts and other Figma features.

I Interacted with the development team. We discussed requirements, determined the complexity of changes and formed specifications. I transferred layouts to development and later conducted testing and acceptance of functionalities on the test environment. Then I coordinated the release of features into the production environment.

After the product release, collected feedback from users for further improvements.

Evaluated changes in metrics and adjusted the development plan. In some cases, metrics increased significantly. Both objective ones like Retention Rate or Monthly Active Users, and subjective ones like Net Promoter Score. Our entire department received management's gratitude.

Choosing metrics for internal products is a complex task. Some metrics cannot be collected, others are inapplicable (LTV, ARPU, CPA, DAU). Some are interpreted inversely: an increase in user time in the service catalog is a red flag.

I started with presentations at colleagues' events, attracting "early adopters" from the business side. Then, I organized events, providing a platform for the recruited followers. They demonstrated how the product solves their problems. I wrote lessons on products, recorded and edited video lessons, composed newsletters about features, and introduced colleagues to new products on the intranet, in digests, and at events.