In 2017 my team was tasked with designing a mobile application that would allow users to monitor devices on the cloud. At the end of Q1 in 2018 the business decided the app should no longer be a monitoring app, but rather a portal providing visibility into Vertiv Service Execution.​​​​​​​
Monitoring technology is undergoing a transformation from on-premise monitoring to the Cloud. Large companies are making moves from the datacenter to the edge. When Platinum Equity purchased Emerson Network Power, which is now Vertiv they did it because of the world-class Services coverage that Vertiv provides to their customers. There was no real visibility for their customers into that value. It was our task to shift the mobile application we started to design from mobile monitoring on the Cloud to visibility into Vertiv Service Execution. 
The Challenge

The biggest problem to be solved was that the goals of the user changed. Service customers have service contracts on their equipment and they pay Vertiv to provide service and resolve issues for them. 
Our high level goals were:

Bring customer attention to what’s important
Filter Noise
Simplify management
Build trust
Complete transparency into services
Never display data to the customer w/o thinking about it
My Role

Due to a lack of resources I was Managing and Leading Design on this project. We built the first iteration of this project in 2017 using Adobe Illustrator and Adobe XD, which we learned as we used it. I had been wanting to update our processes, so while  we were working on this project we switched to using Sketch and UX Pin for rapid prototyping. So we were then learning how to use the software, and building a new design system while we were adhering to our UX process. 

The new Design System for the Mobile Application

I also worked with a UX Researcher, the project Stakeholder, and the engineering team. 
The Vertiv Advisor mobile application launched in the Google Play Store, and the Apple store in Nov. of 2018.
The first iteration of this project was created as a bake-off and field trial and it was rather chaotic because it didn’t follow our standard UX processes from the start. But we did manage to get a prototype created and tested with customers. We used this data to get an idea as to the direction for the original design. This was done before the business decided to change the product direction. 
The team collected 712 datapoints from potential users via usability testing.  One of the challenges that the team faced, was that we were all located in different areas. In the past we created affinity diagrams in person. But this time, we discovered that we could do it remotely by importing the data into post-it notes in Lucid Chart. This was a huge discovery as it drastically reduced the time it took to create the Affinity diagram even from our remote locations.
Once we had user data, we were able to create Personas, and Storyboards that aligned to the insights that we drew during research. 

Storyboard collaboration with UX Professional Richelle Whitaker.

We also created UX Elements and Themes to build a common vocabulary and trace the storyboard data to the user research.
By involving our users, we discovered business opportunities in every step of the design process. We provided new pathways in the mobile application for up-sell and cross-sell. 

Interaction Design Map of screens

We produced a Product Vision for the Mobile application that included design ideas from the hive intelligence of the team and our users. The Product Vision built alignment and clarity across the team by communicating who we were designing for, how they were going to use it, and what was the value we were delivering. 

The Change of Direction

When the business changed the product direction, we had to rethink how the mobile application was going to work, and what we were going to communicate to our users. Smartphones are extremely personal, and over-communication is the number one reason why people abandon a mobile phone application. We had to redefine when users needed to be notified when our target persona changed. 

The Result

Because we were responsible for the end-to-end experience, we also needed to design the application that the internal Vertiv Service team was using to receive requests from the mobile application users. We created 2 more personas for Vertiv Service.  We performed Usability testing with our internal users remotely from our Service Centers in Romania, and the Philippines so that we could make sure those users were engaged in the design process, and contributing their design ideas. 

We designed an ecosystem of integrated applications for a seamless user experience from our external customers to our internal service team. We simplified user on-boarding, and registration to allow our customers to have visibility into Vertiv Service execution from the cloud.

Here are customer facing screens for on-boarding and Registering users to the Gateway and the Vertiv Mobile application. 

The Vertiv Advisor Mobile application was released in Q4 of 2018. I am looking forward to getting quantitative metrics on the product adoption and doing some followup usability testing to find out if it truly delights our users the way we think it will and aligns to the qualitative data we collected.

Eventually users will be able to log into the public facing web site to access the same data that is stored on the cloud and is available in the mobile application. The whole site is going through continuous improvements via refactoring, this page example was the latest iteration based on usability feedback we received. The site metrics showed that users were not finding information that was 'below the fold'.

I worked with the Customer Experience team to bring users to their destination with fewer clicks.  
We are continuing to make improvements to the entire Vertiv eco-system so that we can provide the best experience for our users.  We want that experience to be consistent and leverage the Vertiv Brand equity, at every customer touchpoint. 

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