Exploring the challenge of building tools from self-awareness to team building — and what really drives improvement.
UI/UX Designer at Produgie (2021–2024) to Life
At Produgie, our goal was to help individuals and teams improve performance through personalized awareness tools. The platform included the main product:
But we encountered a core challenge — one that reshaped how I think about design, motivation, and clarity.
Background problem
Usage rates remained low even though we arranged workshops with hundreds of users. Despite high-level goals, few users completed sprints, and many dropped off shortly after starting. While leadership assumed it was due to a lack of engagement, deeper discussion revealed a more fundamental issue: users didn’t understand what the product was asking them to do. And when people don’t understand, they disconnect. We assume it was the flow and feedback mechanisms that were unclear, leaving users without motivation or direction.
My role & Design process
I initiated user interviews and followed a structured design process to better understand more insight regarding the product challenges.
I was responsible for:
Gathering user feedback
When formal access was limited, I interviewed 14 internal users and 8 external users who matched our target profile. I tested early prototypes and gathered open-ended feedback to discover core usability and emotional friction points.
The 5 insights were found out as listed.
Insight 1
“I don’t know what a Sprint is.”
“The words style, strategy, action — I don’t know how they relate to me.”
“What is the benefit? I can’t connect it to my work.”
Abstract terms like “Sprint,” “Action,” or “SCM feedback” created cognitive friction. The product relied on new concepts, but offered a lack of deeper education of onboarding or framing to help users adopt them.
Insight 2
People didn’t see why they should do a Sprint, and what they got from it
“I don’t see the point.”
“No one gives me feedback anyway.”
“There’s no real connection to my work or manager’s goals.”
Without clear value and social accountability, most users lost interest. Many were self-motivated at first, but without reinforcement, engagement dropped. Feedback was generic or absent, making the tool feel hollow.
Insight 3
Sprint felt unnatural and too demanding
“It doesn’t fit into my daily flow.”
“Only very organized people can use this.”
“I just want something to remind me and help me stay consistent.”
The current system assumed a high degree of structure and discipline. Users wanted something that felt simple, integrated, and flexible — like a nudge or gentle reminder.
Insight 4
Even motivated users couldn’t trust the input they were getting
“People just say something nice.”
“Feedback isn’t based on real observation.”
“I only got 1 response — then nothing.”
The system relied too heavily on peer observation, which wasn’t always possible or honest.
Identifying the confusion
I understood that in order for the product to support real growth, it needed to do more than function — it had to educate, inspire, empower, and fit naturally into users’ daily habits.
I shared these findings with the team and proposed solutions: simplify the language, and reframe the Sprint concept to be more motivating — especially on mobile, where habit-forming behaviors are strongest. However, leadership remained attached to existing terminology and resisted making those changes.
Develop potential solutions
With limited alignment, I shifted focus to what I could control — the user interface. I aimed to reduce friction, enhance clarity, and translate complex feedback mechanics into something intuitive and emotionally accessible. My goal was to make the experience feel less like a system to follow, and more like a tool that supports growth.
Create Wins
Many users didn’t complete their Sprints because they couldn’t see if they were improving. The system should improve the tangible feedback, personal validation, and regular touchpoints. I designed mechanisms that rewarded users with meaningful progress indicators:
Trying to Bridge the Gap
As a designer, I observed that when users don’t understand the meaning, they lose motivation. They don't see the value, they don’t engage.
And without engagement, there is no growth — no matter how well-built the system is.
🔥 However, these insights were met with resistance. Leadership believed the issue was with the users — not the product. Core terminology was deemed untouchable. Research findings were dismissed, and no changes were implemented.
We’re not changing the terminology. User growth didn’t improve.
What I’d Do Differently Now
If I were to redesign a product like an improvement tool again, I would:
Design UI elements differences that I discovered from various tools. Improvement tools are not like CRMs or dashboards. They're emotional, reflective, and identity-driven.
New Findings Through My Study
Through my personal study of human motivation, I learned
3 Barriers to Competence (and how design can solve them)
In the future, I want to design tools that help people understand themselves, trust the process, and grow through clarity.
My ability to think critically when a design isn't working. I am willing to speak up for users, even in hard situations. I am committed to design that helps people grow, ethically and clearly. And my desire to continue learning — both in designs and in life.