Promote transparent pay using user centred methodologies in large organizations
CHALLENGES
PROCESS
Requirement gathering
In my dual role as Product Manager and UX Designer, I streamlined the requirement-gathering process to eliminate inefficiencies and maximize user-driven insights. Weekly calls with our primary clients were non-negotiable—an essential pipeline of information that ensured we built exactly what was needed, nothing more, nothing less. Every feature had a purpose, clearly documented in a versioned Google Doc, detailing why it existed, user requirements, and precise specifications. If it wasn't adding value, it was dead weight.
User interviews
Every interview was meticulously documented, stored in Confluence, complete with meeting recordings and feedback files. The more efficiently this data was synthesized, the faster we moved.
Sketching, wireframing, mind mapping
Speed matters. We didn't just design; we co-designed with our customers. Sometimes, wireframing was too slow, and we jumped straight to prototypes. Other times, sketching solutions alongside customers in real-time provided near-telepathic levels of alignment. The goal: instant clarity. Every concept leveraged the Alto design library, built rapidly in Sketch, shared on InVision. We built, tested, iterated—fast. New components had to pass through the design system squad, ensuring long-term scalability while allowing parallel execution.
Execution & iteration
Superpower focus groups were our first wave—early adopters, eager to test and break what we built. Feedback loops were brutally efficient. Releases were feature-flagged, launching first to this controlled group, refined, then deployed to a wider audience. Accessibility wasn't an afterthought; it was integral part of our solution.
Documentation
Traditional documentation? Redundant. The Confluence page was our source of truth, containing everything from requirements to design specifications, testing feedback, and meeting notes. By the time it reached our documentation and translation specialists, the work was effectively done, maximizing efficiency and eliminating redundant processes.
Prioritization & Execution
The epic was fragmented into smaller, actionable Jira tickets, prioritized using the MoSCoW method or an equivalent system and with a precise estimatation given by our skilled developers and tech leads.
MAIN PROJECTS @ BEQOM
FEW TAKEAWAYS
So why did I leave?
Beqom’s rapid growth brought an exponential increase in customers, primarily elephant deals—huge corporations with 60,000+ employees searching for a better compensation system. These included some of the world’s largest corporations, banks, hedge funds, and companies in the beverage, food, and agriculture industries.
With these large deals came equally large expectations, which scaled faster than the product could evolve. This led to significant UX and technical debt—problems that couldn’t be solved with shortcuts (that Beqom was starting to leverage a bit too much).
Over time, my designer batteries drained as I realized I wasn’t learning anymore and there was little room left for innovation, strategy and vision. That’s when I knew it was time for a new adventure.
