ABInbev (2022 - 2024)
This project was a challenge from the beginning, with a theme that I was unfamiliar with: planting, treating, harvesting and analyzing plants for beer production.
When I started the project, there was practically no definition of colors or art direction, everything was done without a dedicated eye for UX and UI design.
Another challenge was to transform the entire platform into a mobile version, in which we needed to adapt several functionalities so that it could be used on mobile devices.
To do this, we needed to create specific components for mobile devices, creating another way to access menus and reducing a lot of information and actions for mobile devices.
During this period of the project, we improved existing features, creating a cleaner format and new ways for users to reach their goals, through shorter paths and simpler access to information and actions that are most important to them.
We used some forms, interviews and A/B tests to arrive at these solutions.
IBBX (2021 - 2022)
This project is extremely innovative and complex, and I had the pleasure of starting it from the beginning by working with all C-levels to understand each area of the company and build a product that would serve different types of customers.
The challenge was to create a digital product that would serve different industries in different sectors, analyzing different types of data in real time.
The product was updated in a few minutes with different data, generating graphs and analyses of different magnitudes, generating reports and guiding decision makers to adjust necessary points and continue maintaining production as positive as possible.
As it is a product that needs to be used within the industry in some functionalities, we also had to work on responsiveness.
Moeda Pay (2020 - 2021)
This was one of the most challenging projects of my career, with an extremely high level of complexity, a little-known and little-explored topic, and a totally innovative idea.
The first step was to deeply understand the users and business objectives, to prioritize and build a consistent roadmap that made sense to decision-makers and delivered value to end users.
And with all this understanding, after many hours of dynamics following different concepts, we were able to understand the structure of the application and assemble the entire mind map and user journeys, thus defining which screens were necessary and how to build the entire navigation structure.
So we set out to build the entire visual concept, understanding the brand and its key audience in depth, and thus bringing solutions with the best cost-benefits for the startup, delivering something of high quality and connected with the business objectives and with the best experience for the end audience in a short period of time.
Klabin (2019 - 2020)
This was a watershed project, the first of two other projects for the same client, one of the largest pulp mills in the world.
The challenge was to create a digital product capable of monitoring all of the machines in the industry, generating alerts and data for constant analysis by technicians who monitor each stage of production through various monitors.
We held Lean Inception for an entire week to listen to all the leaders and key professionals involved in the production process, and then begin the prototyping and documentation process for the entire project.
I also visited the industry to understand exactly how the daily process works, and to analyze and understand the best way to build a digital product that optimizes the work of each professional involved from the beginning to the end of the pulp production process.