Loadsmart

With Loadsmart, we needed to work with a new product that had more long-term planning for its business model. Besides that, we identified an opportunity to improve the journey for a specific user, as well as improve the integration between design and technology.

Loadsmart had different products that lacked consistency, so they were already building a design system by the time we arrived. Their challenge was how to convince all the teams to use it. We took responsibility for ourselves, and the design system adoption rate grew from 3.5% to 42.4% on the product we were working on. Another significant contribution we made was to the product development process. We noticed some features were never delivered even after we spent considerable time designing them. We articulated with stakeholders to draw attention to this problem, proposing a different approach to the agile development process. The goal was to start with our squad, but shortly after, this initiative motivated others to improve its agile guidelines companywide.

Together with Loadsmart’s team, we were able to help improve several internal processes, increasing the feature delivery rate. Their new design system made it possible to build and test things faster. With that combined, the product we worked, which used to be secondary and a single page, grew to the point it became one of their mains products, the ShipperGuide, fully integrating the core business model of the company. We were also able to bring another major user into the platform: brokers were now able to deal in a more direct and productive way with the other moving parts of the operation.