Personal design archive

Here is a living list of products that I have designed.

©2020

Mercury Banking my cards in iOS

mercury banking my cards ios screenshot
mercury banking my cards ios screenshot

User Problem: People needed on the go card banking features, in the iOS application, that simply did not exist. Features such as access to card actions that contextually made sense to use on the go, as well as access to needed card information like a full card number for a virtual debit card.

Business Problem: Mercury needed to determine what features to prioritize for an initial release and how to eventually create feature parody with the desktop my cards page, if it made sense to do so in a mobile format.

Our Solution: I created the PRD to scope out and build team alignment on the initial release of this product as well as the expected feature set for the V2 and V3 releases. I also led the design for the user flows, interfaces and interaction patterns for each release version. This solution provided users with the functionality that they expected while also expanding the team’s design system with components for this and similar use cases.

www.shawnjr.online

I set a goal to design, code and launch a portfolio that embodies my design philosophy in one month. With only six days left in that month however, I realized that the concept was flawed and that I needed to start over. I wrote an article here, showcasing at a high level, how I got it done.

Uber driver offer experience redesign

User Problem: Drivers choose to drive for uber because of the flexibility that it offers them. Drive and earn whenever they want for just about as long as they want. An important moment in a drivers experience is the moment that they receive a new trip request, this directly impacts their earnings and overall experience on the platform. Drivers need to see the most relevant trip information to decide if an offer is worth an acceptance or decline. Driver’s are giving 8–11 seconds to accept or decline a new trip request, via an offer card. These offer cards contain information about a rider’s requested trip and act as the driver’s contract for accepting that trip. These moments can be filled with a lot of anxiety and many unknowns. Drivers may be on the road, sometimes with a passenger in the backseat and need to take time to read and process this new information to make a decision that will directly impact their earnings and experience on the platform. No one driver is alike. There are millions of drivers on Uber’s platform and they all have unique needs and wants that vary tremendously. The previous offer card has a lot of unclustered and un-opionated information on it, that physically pushes the limits of what a human can interpret in those moments, jeopardizing driver’s and rider’s safety.

Business Problem: The term offer continuously was extended at Uber. This created a plethora of use cases that the previous offer framework, simply did not support. To solve for that issue, many one-off solutions were created that offered no easy path of scalability and increased experience and tech debt. All the while, an abundance of markets had many unique safety and legal needs that required specific information on the offer card, that other markets may not require.

Our Solution: I led the design for the redesign and worked closely with a pm and eng leads to build a solution from scratch. I was accompanied by a senior designer towards the end of the project. The redesigned offer card framework aims to take the first step towards an ideal offer experience for Uber drivers. A unified product icon and color system paired with accessibility increases in areas such as larger tap targets, increased contrast, & text sizes, supports the decision making model that Uber drivers embody in this moment. That decision making model is a mixture of system 1 & system 2 modes of thinking. This new experience unified Uber as a company by eliminating many one-off offer experiences and created a framework that supported the many legal regulations of markets across the globe, while delegating enough flexibility for potential new requirements, unforeseeable in the present moment.

Uber driver feed

User Problem: Uber drivers rely solely on the driver app to provide them with the information they need to perform at their best to earn money while on the platform. However it is no easy feet to understand all of the many possible ways that a driver can maximize their time and earnings while on the platform. Promotions may arise, events that attract large crowds may be happening this upcoming weekend, or a driver may be in the middle of consecutive trip chain and need to finish a new trip within an hour to receive that chain’s bonus.

Business Problem: Uber needed a method to efficiently match demand for events and opportunities in a given market with the supply of a driver fleet to those areas. Previous methods of utilizing an alerts framework were not working due to user distrust in the single recommendation that a user was shown.

Our Solution: The feed provides personalized content to drivers by utilizing a ML-based ranking system to uplevel a multitude of the most valuable and time sensitive content in the driver app. I led the design of this work post MVP of a senior designer and created a system of cards to address the various content needs (static images, dynamic images, map content, title lengths, translation, multiple device sizes, etc) of these card types. I also established frictionless interaction patterns to ensure that these opportunities were being acted on as safely and efficiently as possible.

Uber driver tablet app

User Problem: The Uber driver app previously was not optimized for markets like Japan where drivers commonly used tablets instead of phones while driving. The previous experience featured a lot of stretched ui components and font sizes that were not properly scaled for tablet devices creating an unusable application.

Business Problem: Hailables represented a $125 billion oppurtunity for Uber, specifically in the Japan market. The addition of a tablet application would allow Uber to competitively compete in this market against the likes of JapanTaxi and Didi.

Our Solution: I led the design for this solution and utilized a familiar 2:1 screen ratio for these drivers, who demographically were in the age range of 40–60, and provided greater accessibility through larger tap targets and legibility of font sizes. I also utilized the new screen ratio to allow drivers to focus on performing a singular task at a time within the driving context. This led to a safer and more efficient overall driver experience while unlocking a new business oppurtunity.

©2019

Uber driver UGC

User Problem: After various rounds of user research round tables and in car research with Uber drivers, many drivers voiced a common desire for a feature similar to Waze that allowed drivers to report and see map issues on the in-app map. Our team focused on answering, how might we tailor this experience of reporting map issues to Uber drivers in a safe, and easy workflow?

Business Problem: Collecting map reports directly from drivers, would enable Uber to quickly and cost effectively provide a safer and more efficient map experience for drivers. Better map routing for example led to lower missed turn rates, which led to shorter trip times and overall more environmentally efficient trips. This product also paired well with other social driving products, that allowed Uber to offer a system of social products to drivers to address the user need of feeling lonely on the platform.

Our Solution: I led the design for driver UGC (user generated content) for a year and expanded on the ability to report map issues by adding the functionality of adding details and making edits to previously reported issues. While designing on this project I frequently utilized occlusion goggles, NHTSA guidelines, and a simulated car environment to validate the safety of the user interface, as well as the interactions patterns in the driving environment.

Uber driver app picture in picture mode

User Problem: 77% of the 3.9 million Uber drivers in the world use an android device. Many of these drivers use 3rd party navigation apps like Waze or Google maps because Uber’s maps either do not have sufficient coverage for a desired area or for experience/feature set preferences. The previous out of app chat head experience didn’t provide driver’s with any relevant rider information and caused frequent and unsafe app switching while driving.

Business Problem: 22% of Android users experienced their Uber driver app crashing when out of app. The previous chathead experience did not have a high enough priority within Android’s OS and when the OS began to kill apps to preserve memory usage, the driver app usually got killed. This impacted riders as well as drivers and led to increased wait times and a decrease in ride fulfilled.

Our Solution: The team and I utilized Android’s picture in picture feature to provide a higher priority within the operating system while simultaneously providing rider information to drivers that was of benefit to various moments in a driver’s journey while on the platform.

©2018

Jump ops tools

User Problem: Micro mobility solutions were becoming increasingly popular at the time and it made a lot sense why. Customers needed a safe, reliable and fast method for finding a last mile transportation opportunity and escooters and ebikes were the perfect transportation option for it. Uber acquired Jump to offer two micro mobility solutions , jump e-bikes and e-scooters. However, markets like China showed us why it was important to have an efficient ops team, equipped with a great ops tool. Bikes literally polluted these streets and created a horrible environmental impact, terrible rider experience and a wasted business oppurtunity.

Business Problem: Uber had a city legal limit of available bikes in a market that it could not go over. In San Francisco for example, that number was 2500 bikes. Fleet mechanics were having a hard time not going over this limit due to functionality and experience issues with the previous tool. This jeopardized Uber’s ability to legally operate in markets across the globe and created the risk of repeating the mistakes we saw in China’s market.

Our Solution: The team and I took this project from 0:1 in one month and delivered a solution that provided drivers with an easy to use interface that provided larger tap targets, higher contrast of colors, and an interface focused on the task at hand. Whether that task was to pick up broken bikes in a market or to drop them off, each process had specific functions that the map reflected that allowed drivers to perform their job at their safest and most efficient levels. This design became the foundation for future versions of this tool and allowed for the management of scooters and bikes, to take place all within the same app, improving driver’s efficiency during working hours that overall, fleets were well within legal limits.

Uber e-scooter experience

User Problem: Through the widespread popularity of other micro mobility solutions, people have shown a need for last mile transportation options. These options were affordable, flexible for the varied needs of these users, and in a form factor (e-scooters) that users felt comfortable with, as apposed to e-bikes. An e-scooter solution simply addressed needs that e-bikes, walking or an Uber ride weren’t capable of efficiently doing.

Business Problem: Uber acquired Jump to offer its own e-scooter option while also aiming to be a platform that offered third party e-scooter manufacturers as well. Uber needed a method of integrating this product into its current ecosystem of micro mobility solutions to capitalize on this promising business oppurtunity.

Our Solution: The team and I designed user flows, interfaces, and interaction patterns for an MVP that provided users with a familiar, dependable, and flexible short distance mobility solution that was integrated into the e-bike rental experience.

I am always happy to chat about anything in this article and can be reached here.

present in this moment

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