.

Skills

Design skills

  • User interface (UI)/ interaction design
  • User experience (UX) design
  • User research
  • Design concept creation
  • Accessibility and inclusive design
  • Design system creation
  • Prototyping
  • Visual design and branding
  • Front-end design
  • Information architecture

Professional skills

  • Data-driven decision making
  • Mentoring and upskilling UX/UI in team and cross-organisation
  • Facilitating cooperation and partnerships
  • Tailored communication styles
  • Cross-organisation influence
  • Agile delivery and mindset
  • Focused on strategic and policy goals and requirements
  • Human-centred design
  • Design thinking
  • Managing stakeholders relationships and needs
  • Innovation and technology adaption and promotion
  • Tailored communication styles

Code languages

  • HTML-5
  • JavaScript
  • CSS/SCSS
  • DTA UI kit framework

Portfolio

This is a selection of projects I am proud to have delivered in recent years.

Experience

Australian Taxation Office (ATO)

Senior UI/UX Designer (external)

October 2019 now

Key achievements

  • Leading the UX/UI design across multiple ATO products, providing our users with improved accessible and inclusive experiences, reducing frustrations, making it easier for Australians to comply with their tax.
  • Led the creation of a design system for the new ATO website. I developed the approach, communicated the value to stakeholders across the organisation, created a proof of concept and built and implemented the design system. This is now the standard process across the organisation to provide design specs from design to build.
  • Capability development in UI/UX across a multidisciplinary team, equipping them with improved skills to create their own prototypes and better informed to make data-driven, best practice design.

Tasks and responsibilities

  • Leading agile delivery of concept creation, user research, UX reviews, prototyping, information architecture and accessible interface design.
  • Collaborating with various team members and stakeholders.
  • Influencing and enhancing UX/UI capability across the organisation with developers, content, website strategy and brand designers.
  • Following the Digital Service Standard (DSS) and the Ser vice Design Delivery Process (SDDP) on ato.gov. au, myID, ABRS, Relationship Authorisation Manager (RAM) and National Tax Clinics pro jects.
  • Planning, communicating and implementing an approach for theming microsites on the ATO digital experience platform (DXP) on Site core.
  • Continuous improvement for ato.gov.au, measuring user metrics, identifying areas for improvement and communicating prioritised recommendations for improvement with relevant stakeholders.
  • Facilitating design sessions for idea creation across the team.
  • Planning, conducting, documenting and presenting quantitative and qualitative user research across various digital products.
  • Creating and maintaining website design systems for multiple sites.
  • Educating and mentoring others in UI/UX design.
  • Continuous improvement, planning, prioritising and scoping work.
  • Using data to form strategy, prioritise and make design decisions.
  • Adhering to privacy, policy requirements and internal processes .

Key projects

New ato.gov.au, ABRS website, National Tax Clinics (NTC), myGovID to myID, Relationship Authorisation Manager (RAM).

Australian Bureau of Statistics (ABS)

Interaction Designer (external)

March 2018 October 2019

Key achievements

  • Lead interaction designer for the digital transformation of the Australian Bureau of Statistics public-facing website, helping the Australian public to find and understand statistics data more easily.
  • Creating, testing, iterating and refining a library of reusable, accessible and interactive data visualisations.

Tasks and responsibilities

  • Created concepts based on discovery findings and user personas.
  • Leading the creation of a Beta website to get feedback from existing ABS website users and provide awareness of change.
  • Planning, conducting and analysing user research.
  • Documenting and presenting user research and UX/UI progress.
  • Influenced UX/UI across the organisation on the development of new content patterns, which informed the new content writing guides.
  • Motivating and mentoring on iterative design, agile delivery and best practice UX/UI patterns.
  • Influencing content migration options to work with the new UI.
  • Front-end accessible, responsive coding for the new Drupal website.
  • Writing user stories for the build team to action in delivery.

Key projects

New abs.gov.au

Internetrix

Lead interactive designer

January 2017 March 2018
  • Lead interaction designer for a digital agency delivering medium to large website projects for state and local government and NGOs.
  • Leading a team of interactive and graphic designers, establishing career goals and targets, performance reviews and bonus allocation.
  • Creating capability across the design team in design thinking, user research, user experience and agile project delivery.
  • Promoting the value of and including user experience and user research as part of website project proposals and approaches.
  • Working across multiple projects simultaneously to tight deadlines.
  • Assigning team members to projects based on skills and workload.
  • Created and ran internship programs for graphic designers to upskill in UX/UI designers and front-end developers.
  • Focus on accessible, responsive, user-focused website design that clients can easily manage and update.
  • Undertaking research and discovery of project needs.
  • Account manager and contact for key clients..
  • Conducting WCAG accessibility compliance audits on government websites and internal systems.

Interactive designer

November 2012 December 2016
  • Delivering across various projects from traditional graphic design and branding to complex UX/UI design solutions and front-end coding.
  • Running UX workshops, conducting audits and accessibility testing for government websites, and presenting the findings.
  • Leading UX workshops and conducting audits and accessibility testing for government websites and presenting the findings.
  • Translating flat design files into interactive, responsive and accessible front-end code using HTML, CSS and Javascript.

Key projects

nsw.gov.au, Greater Taree City Council, Strathfield Council, Truckworld, Western Sydney Parklands, H Parsons Funerals, Grand Pacific Health.

Australian Taxation Office (ATO)
ato.gov.au

Visit the live ato.gov.au website
ato website mockup image

The story

With around 120 million visits (sessions) each year, the ATO website is the key channel Australian’s use to get the information they need to meet their tax obligations. There was an opportunity to improve the navigation experience and interface, create new content components and update the brand of the ato.gov.au website as part of a content management system change and content migration.

Project name

ATO Advice and support (new ato.gov)

When

  • Discovery Joined 2019
  • Alpha 2019 - 2022
  • Beta 2023
  • Live 2024

Key skills used

  • User interface design
  • User experience design
  • User research
  • Concept creation
  • Rapid prototyping
  • Iterative design
  • Design system creation
  • Information architecture
  • Stakeholder management
  • Documentation and showcase presentations

Approach

  • Iterative design and agile delivery.
  • Service Design and Delivery Process (SDDP).
    • Discovery - Understand and define the problem.
    • Alpha - Concept creation based on discovery findings, test, iterate, repeat. Bring stakeholders on the journey.
    • Beta - Spec, build, acceptance testing, measure confidence to move to live.
    • Live - Measure, prioritise enhancements and continuous improvements.
  • Designing for a common, seamless experience with other ATO and government services (following Digital Service Standard).
  • Do "just enough" to deliver an improved user experience.
  • Reusable, scalable and maintainable components.

Iterative design process

Low fidelity prototypes used to test to learn preferred navigation, IA patterns and content components. Preferred concepts by users were iterated in ongoing rounds and further validated with more users. Early design concepts were compared to a baseline of the current website, reduced to an equal fidelity for valid testing control.

ato website low fidelity mockup image examples
Early website concepts and fidelity evolution example.

Following the Digital Service Standard (DSS) I developed initial concepts with adhering to “designing for a common, seamless experience” and “Don’t reinvent the wheel”. Design patterns were created to solve user needs identified during discovery and were also based on a whole of government approach, considering what could be leveraged from the DTA UI kit and what patterns other Australian government services were utilising.

As we learned more on the direction of the new website and the fidelity of the prototypes evolved I expanded to testing concepts for different responsive screen sizes. I assisted the creative branch to apply a new brand concept while retaining best usability and considering interactions and responsive requirements.

ato website mid fidelity mockup examples of the home page
Mid-fi examples and visual design evolution.

Design system

Towards the end of the alpha phase, once the website patterns were validated through iterative design and research, I lead the process of creating the design system.

The Adobe XD working design system board for ato.gov.au showing many styles, boards, components.
The Adobe XD working design system board for ato.gov.au

The design system had two main purposes:

  1. Provide the specs and guidance for the website styles, components and templates for the developers to use to create the Beta website build.
  2. Inform the wider project team on specific requirements for other documentation and consideration with publishing and content migration.

The process I developed and lead in creating the design system had several phases:

  • Planning
    • Develop the strategy to plan and build the design system.
    • Develop the strategy for ongoing governance, contributions and updates.
    • Documenting the many styles, components and templates to track their progress throughout the design system build.
  • Proof of concept
    • Collaborate with developers on a proof of concept to come to agreement on the level of detail required for the developers to successfully translate the specs and guidance into code with the shared goal of providing “just enough” guidance.
  • The design system build
    • Lead the build of library, styles, components, templates with all states and breakpoint variations in Adobe XD for integration with the Zeroheight platform.
    • Upskilling other team members on proper creation and document health required in a design system to make updates and changes easy to make across all components.
    • Maintaining and updating the design system as changes were uncovered due to technical limitations/opportunities during the Beta phase.
  • Promotion and change management
    • Presenting to wider audiences on the benefits and use of the design system.

The design system process has been adopted by other ATO projects and has proved successful as a tool to document the source of truth for our digital products.

Two ipad mockup screens showing the end ato.gov.au design system on Zeroheight.
The homepage and a card page example from the ato.gov.au design system on Zeroheight.

The ending

The new ato.gov.au website was well received by the public and media. Our internal teams felt informed and excited about the new website. By working closely with our developers, and being able to speak their language, we could easily resolve technical issues.

Our users are now finding it easier to get the information they need to be compliant with their taxes, meaning less stress for the Australian public and the right amount of tax being paid.

The commitment for continuous and improvement and making data informed decisions, targeted surveys and user research inform priorities for improvements and track the ongoing satisfaction with the new website experience and measure the success of changes.

ATO website mockups showing old and new versions of the home page design
ATO website mockups showing old and new versions of the home page design.

Australian Bureau of Statistics
abs.gov.au

Visit the live ABS website
ABS website mockup.

The story

Statistics form an evidence base for decision-making and help us identify issues and opportunities, develop options and recommendations, monitor progress, evaluate outcomes, and understand the world. In 2018, I joined the Australian Bureau of Statistics team as a lead interaction designer focusing on improving the experience of the ABS website to make finding and understanding statistics information easier and more inclusive.

As part of the website experience transformation, I was involved in enhancing the ABS digital content strategy, upskilling ABS data gurus and statisticians in user-focused practices, considering their audience needs and writing content for the web.

The existing website was very content-heavy with a flat structure. There were accessibility and responsiveness issues. The content was written inconsistently across different statistics products, meaning our users had to relearn each time they explored a new area of the website.

Project name

ABS website transformation

When

  • Discovery 2017 (I joined 2018)
  • Alpha 2018 - 2019
  • Beta 2019 - 2020
  • Live 2020

Key skills used

  • User interface design
  • User experience design
  • User research
  • Concept creation
  • Rapid prototyping
  • Iterative design
  • Documentation and showcase presentations
  • Information architecture
  • Capability development throughout ABS
  • Content guide development
  • Workshop and training sessions

Approach

  • Iterative design and agile delivery.
  • Service Design and Delivery Process (SDDP).
    • Discovery - Understand and define the problem.
    • Alpha - Concept creation based on discovery findings, test, iterate, repeat. Bring stakeholders on the journey. Content evolution, comprehension testing and developing supporting patterns and guidance. Developing skills across the ABS in user experience and user interface design.
    • Beta - Creation of a Beta website, asking for feedback from the public. Spec, build, acceptance testing, measure confidence to move to live. Building accessible, responsive front-end code.
  • Following the Digital Service Standard (DSS).
  • Accessible front-end code.

Iterative design process

From discovery, we learned that users had issues finding and understanding statistics information. Our initial concepts tackled these issues. I developed and tested various UI patterns, providing clear, consistent pathways and signposting to the most commonly needed statistical information and common pathways and content structures, guiding advanced audiences to the more detailed information they need.

The patterns and concepts that tested well went on to iterate and continue to improve and started to inform a new content guide for writing for the web.

ABS website mockups showing old and new versions of the home page design
ABS website mockups showing old and new versions of the home page design.

Consistent, accessible data visualisations

Forming consistency across the statistics products was a key goal for the project, aligned with the DSS criteria “Don’t reinvent the wheel”, which advises:

  • ‘build once, use many times’
  • design for a common, seamless experience
  • reuse data where possible.

In the existing site, visualisations were static images with supporting text or table information to create an accessible version of the data. I aimed to use accessible interactive data visualisations that a user could control to see the data they need.

I was involved in the discovery, testing, and evolution of a way to present statistical information in data visualisations, that were accessible and meet WCAG 2.1 AA requirements. I also explored how we might have that same data available for those who are unable or do not want to interact with the visualisations and they just want the data.

The data visualisation library Highcharts proved to be a suitable tool. Accessible out of the box and very powerful. From discovery research, we had an idea of the level of fidelity and complexity our users were comfortable with in data visualisations, graphs and charts. I took that information and started to refine the Highchart library, applying consistent patterns that would be suitable for our existing data visualisations and could be used to communicate a story through these graphs and charts.

The visualisations had a toggle to switch to see the same data in a table format. Making the data easy to download or copy in an accessible text format.

I worked with the team at Vision Australia and their panel of diverse participants to test and validate the data visualisations and supporting text version approach.

The new data visualisation library and content strategy were made available to statisticians and content writers to use on the new website, making it easier for our users to understand the story the statistics information tells.

ABS Beta website

As the new website components and templates had been iterated and validated to a level I was confident we were heading in the right direction, I established the strategy for sharing the changes with the wider ABS audience to get feedback from a large number of users.

The overall goal was to provide awareness to the ABS users that change was coming, and we were interested in their feedback.

The strategy was to launch a website that contained links to some new website concepts that users could explore and provide feedback on. It was also used to leverage participation for unmoderated testing, such as treejack tests and first-click tests.

ABS Beta website mockups
ABS Beta website mockups of home page and example statistics concept page.

I developed the front-end code for the “Beta” website, and when it was launched, there was a link from the existing ABS website home that attracted users to then explore the new concepts or participate in our research.

The ABS Beta site achieved its goal, and we received valuable feedback, which we incorporated into our final designs before the website moved into the build phase for the actual Beta website.

Developing user-centred design skills across the ABS

I worked with statisticians and content writers across the ABS in developing their UX skills and knowledge in user-centred design. From these interactions, we identified some content champions and I worked closely with them on applying their content to the new website templates and components, validating their content within the new experience with users.

Iterating content and components together allowed for a more holistic website experience transformation. This was achieved by:

  • Consistent content placement and content style across statistics products
  • Reusable information (published once, appears in many)
  • Improved journey to the most desired information, such as the latest statistics release information
    • More easier to identify current or previous statistics information.
  • Enhanced homepage design, prioritising most desired figures, always up to date.
    • Visual treatment for displaying and linking to key campaigns, releases or other important information.
  • A modern, clean, responsive and accessible user interface.

Visual design

I had a key role in establishing the visual brand style for the new ABS website based on:

  • A modern evolution of the existing ABS design language
  • Best practice visual design solutions ensure fast page load and readability
  • Balance of white space and boxed repeatable content patterns
  • Provides strong visual feedback to interactions
  • Building trust in a polished visual brand experience
  • Feedback on early design concepts
  • Consistent visual hierarchy.

I worked with the creative and brand team on refining the website brand style and provided documentation that influenced other brand collateral.

Pivot! Content migration

As the project progressed, it became clear that not all of the content we would be moving to the new website would be transformed following the new content guides. This also meant there were existing content patterns that will be migrated. I worked quickly with a team of developers to map the existing content to the new design patterns and components and I documented gaps and potential experience implications.

The strategy proposed was to rank the migrated content into 3 categories:

  • Gold
  • Silver
  • Bronze

The Gold level were the most frequently accessed and high value statistics products. These were prioritised and assigned resources to transform the content following the new content guides and new patterns.

The silver level were statistics products that had lower views, but were still important and desired products. The content migrated for these had a partial content transformation, where Key statistics were written to follow a consistent pattern.

The bronze content was low view products and was migrated as is and mapped to the new design patterns. Where there weren't key statistics, that information was pulled from the product description text for use in other areas of the website, such as the navigation cards.

The end

The result of collaborating and developing a user-focused approach across the ABS delivered a complete transformation, helping more Australians to find and understand statistics information.

myID rebrand

Visit the live myID website
myID website mockup

The story

myID is a digital ID that is a safe, secure, reusable and convenient way to prove who you are online to access government online services. I was the lead UX/UI designer for the website reskin and replatform.

In late 2024, myGovID was renamed to myID. The rename to myID was to address the ongoing confusion between myGovID and myGov, and future-proofed the Australian Government’s Digital ID app under the proposed expansion of Australia’s Digital ID system.

As part of the brand refresh, this also meant the website needed a reskin to match the new brand. As this work was happening, there was also an opportunity to improve the experience on the existing website which was hosted on the GovCMS platform. Later in 2025, the GovCMS website will move to the Sitecore platform alongside other ATO digital products.

Project name

myID rebrand project

When

  • Rebrand and reskin 2024
  • Replatform project 2024 - 2025

Key skills used

  • User interface design
  • User experience design
  • User research
  • Concept creation
  • Rapid prototyping
  • Iterative design
  • Front-end design
  • Design system
  • Visual design and brand application
  • Information Architecture
  • Stakeholder management
  • Documentation and showcase presentations
  • Capability development
  • Workshop and training sessions
  • Beta phase approach

Approach

  • Iterative design and agile delivery.
  • Discovery user research on the existing myGovID website
    • Task based moderated testing with key user groups.
    • On desktop and mobile.
    • Establishing baseline data.
    • Identifying key pain points to tackle in the reskin.
  • Collaborating and capability enhancement with creative services on the brand application in the website interface.
  • Alpha testing of a static HTML/CSS version of the website, with the new brand and design solutions to address the painpoints identified during Discovery.
  • Iterations were made to the design from alpha testing before handing over for implementation and Go Live of the reskin site.
  • Preparation and implementation of the replatform to Sitecore.
  • Beta strategy.

Iterative design process

During the discovery testing, I identified in user research a few key pain points to be improved in the website reskin and enhancement:

  • The tiles/cards on the home page weren’t fully interactive or clickable. Only a small link was able to be clicked.
  • Participants were confused with the Identify strength requirements and what strength was required for each service.
  • Inconsistent structure in content pages made scanning and finding information challenging.
  • The online service listing page was difficult to use as it was one long list of 100+ services in alphabetical order.

These pain points were tackled in the alpha phase of testing with the application of the brand changes assessed and compared to the baseline data in Discovery testing.

Repeating the same testing scenarios in the alpha prototype with UX/UI enhancements, some content and IA changes, and the new brand applied resulted in greater task success.

Testing results
  • Baseline task success - 63%
  • Iterated prototype task success - 75%

All tasks received higher success rates, better ease of use ratings and better layout/display ratings.

myID website mockup showing old and new home page designs
myID website mockup showing old site, GovCMS reskin example and Sitecore replatform example.

Static HTML prototype

For the alpha phase of the testing, I challenged my team to consider an unconventional approach. I suggested to use a scraped version of the existing website, and we applied the brand changes directly via a new CSS file to the static HTML replica of the website.

This was beneficial for several reasons:

  • Faster to create a responsive prototype for testing, getting us feedback on mobile and desktop devices.
  • Early identifying design hurdles that could impact the budget for the reskin or plans for the brand application.
  • Helped us to focus on solutions that could be achieved with the current platform.
  • It would make handover documentation easier.
  • Implementation of the reskin by our external developers faster and cheaper.

I shared the approach and benefits with the website strategy team, the main stakeholder for the project, and received their blessing to proceed.

The outcome using the HTML prototype was positive.

  • The prototype development for testing was a lot quicker and was easy to update.
  • We had a more polished and realistic website prototype, which made comparison with the baseline a more robust measure.
  • We identified several design issues where the functionality would be challenging to achieve.
    • We pivoted and ideated solutions that were quickly implemented for testing.
    • We collaborated with content publishers experienced using GovCMS to further understand if our solutions would work as expected.
  • There was a high-fidelity responsive prototype for sharing with stakeholders.

I identified a solution to make the whole card clickable with CSS alone, using pseudo tags and absolute positioning on the link tag without additional CMS functionality. This saved some budget and improved the experience.

Design handover and build

For the website handover, we mostly relied on the static HTML file and CSS as our documentation for what we wanted to achieve. Accompanying this, I created a spreadsheet with the components, additional functionality information or CMS rules across all breakpoints, and aligned these changes to the budget scope item agreed on.

The build process with our external developers for the GovCMS reskin and UI/UX enhancements ran smoothly. The CSS we provided we applied, and the additional functionality changes were made as specified. There were minimal revisions, and when there were, it was easy to refer to the HTML prototype and specific code changes.

It has been a debate I've heard for the past 15 years - should web designers know how to code? While I don't think it is required, I'm glad I have that skill so I can call on it as a communication tool when working with developers to achieve the results in the build our iterative designs and testing had validated and shaped.

UI - What's possible now and what’s coming up

For the GovCMS reskin and UX/UI enhancements, I wanted us to focus on that the website will move to a new platform in 2025. We don’t want more change for our users, on top of a rebrand, we wanted the experience enhancements to the GovCMS site to be in line with the experience that we can achieve with the replatform.

The strategy I proposed was:

  • Address the user pain points with UX/UI enhancements in the GovCMS website by replicating the components available in the replatform on Sitecore built on the ATO Digital Experience Platform (DXP).
  • The benefits of leveraging existing components available in Sitecore:
    • Users will need to deal with another change and learn a new system, because the brand, layout, functionality, interaction design, and overall experience will be similar to the GovCMS website.
      • There will be some minor differences as we work with the existing platforms without doing a like-for-like recreation of the old GovCMS platform on the new Sitecore platform.
    • Confidence that the UX/UI enhancements will be successful, as these templates and components have been heavily validated and tested in similar projects.
    • The build in Sitecore will be more a reskin than creating additional functionality and a lot of layout and styling changes, which would add to costs and time.
    • Less chance of “design shock” and ease of obtaining the required sign-off from key stakeholders. /li>

Collaboration and UX/UI capability enhancement with creative services

The ATO creative services team had the task of applying the new brand over a full interface design. I was asked to review the proposed design.

I took this review as an opportunity to enhance UX/UI capability by providing feedback with and principles and technical teachings that could be used and considered for other projects. These learnings focused on some key UX/UI heuristics that I encourage my team to follow:

  • Consistency, patterns and predictability
    • Consider using components that are reusable, scalable, familiar and accessible.
  • Recognition not recall
    • Information is presented in a way that it is easy to scan and compare - this means users have less to remember.
  • Simple design
    • Don’t distract the user with clutter or over designing - too much clutter can make it harder to find the information they need.
  • Status, interaction and response
    • Users want to know where they are and what is happening as they interact with the website - this makes them feel confident and in control.

I also shared how to set up a design file for a website redesign and how it differs from a brand or creative project. Using Adobe XD, we reviewed how to set your project file up with components and set variables in mind to make it consistent, easier to build on and easier to make bulk updates.

In a similar future project for Relationship Authorisation Manager, we revisited these same principles and worked together on having the design file set up properly first, reinforcing the learnings we covered previously. The result was fewer design interactions and changes needed to apply the new theme to the website design and components.

Screenshot of the myID brand and component library file in Adobe XD
Screenshot of the myID brand and component library file in Adobe XD.

The end

The myID rebrand project, including the website, reskin, and UX/UI enhancements on the GovCMS platform, was delivered on time and to the original budget.

For our users, the UX/UI enhancements improved their experience and made it easier to achieve what they needed to do.

By thinking for the future, in the upcoming work, reusing existing design resources and adding to our branch UX/UI capacity, we are in a good place for the next phase of the project and tackling similar projects in the future.

National Tax Clinics

Visit the live NTC website
National Tax Clinic website mockup

The story

The National Tax Clinic (NTC) program is an independent, Australian Government-funded initiative that provides free tax advice and support to eligible taxpayers facing financial, social or personal challenges. These are vulnerable users who have low tax literacy and potentially low trust in Government.

The clinics are run by university and TAFE students, under the guidance of qualified tax professionals.

I was the lead UX/UX designer to create, validate and deliver a website for the National Tax Clinics. The goals for the website were:

  • Create and validate branding, unique from ATO, that is appropriate for the NTC users.
  • Make it clear for website users to identify if they would be eligible for NTC support.
    • This was the top priority from the perspective of the tax clinics themselves, as they didn’t want website traffic to impact their workload with applicants who were not eligible.
  • Provide the functionality to find a relevant tax clinic for their location and for their needs.
  • Give users an overview of what NTC is, how they work with universities and TAFEs and how it can potentially help them.

Project name

National Tax Clinics brand and website project/p>

When

  • Brand creation and visual design 2024
  • Discovery and alpha 2024
  • Beta and Live 2025

Key skills used

  • User interface design
  • User experience design
  • User research
  • User-focused ideation workshops
  • Concept creation
  • Brand treatment development and validation
  • Rapid prototyping
  • Iterative design
  • Design system
  • Visual design and brand application
  • Information Architecture
  • Stakeholder management and engagement
  • Documentation and presentations
  • Capability development
  • Beta phase approach and delivery

Approach

Discovery

  • user research with existing Tax Clinics, stakeholders and users.
  • Collaborating across teams and with creative services on the brand application.
    • Developing two distinct brand options.
    • Testing and validating brand direction.
Brand and experience concepts taken into round 1 discovery user research.
Brand and experience concepts taken into round 1 discovery user research. Concept B brand was preferred. Concept A experience and functionality preferred.

Alpha

  • UI/UX concept ideation for initial prototypes.
    • User research with two concepts.
    • Each with a brand version applied and slight differences in labelling, content structure and functionality.
    • Considering findings from the discovery phase.
  • 3 rounds of user research during alpha.
    • Iterative design.
    • Collaboration and capability upskill for user-focused and iterative design processes across stakeholders such as brand and policy.
  • Group workshop with policy and content areas for alignment on functionality and design decisions, changes and enhancements to consider and actions required from each area.
    • Rapid prototyping in session to present how decisions being made are reflected in the website experience.
Brand and experience concepts taken into round 1 discovery user research.
Round 2 prototype screens, iterated from findings from round 1. Prototype created in Adobe XD and InVision.

Beta

  • Developing the strategy for private and public beta to give our stakeholders confidence we are ready to move to Live.
  • Setting up surveys, capturing data and reporting on agreed Beta metrics.
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