In this Start-up all development was done inhouse, which made me able to closely collaborate with back- and front-end developers, a graphic designer and marketing colleagues.

As UX designer I was responsible for designing the digital products. I designed new applications of these systems, but also redesigned current features to improve usability and consistency. For these products I find it essential to look beyond user-friendliness; I design for an optimal total experience.

For this it is important to find out who the Amber users are, what they do, think, feel and find important. By doing various studies, I discovered their needs, wishes and problems, which I then could incorporate throughout the entire design choices and process.

When I started at Amber, I took over a UX designer that had been working there from the start of the company. The CTO was in charge of the company's roadmap, and my tasks were chosen and formulated from this plan. I created the use flows, wireframes, and UI and closely collaborated with the developers and graphic designer to make my designs user valuable, technical feasible and "On-brand".

As working at a Start-up, the plans and business propositions shiften constantly, requiring me to be flexible, responsive and resistent in this dynamic working processes.

Besides this, Amber was transformating from a Start-up to a more professional Scale-up. In this growth process, I had responsibilities and influence as well. Together with my collegues, we aimed to improve the design and development processes to improve efficiency and quality.

For example, Scrum was introduced within the delopment team, and we made different attempt to organise and shape my design tasks within this Scrum process as well.

Also, I initiated a customer journey research to find out how Amber's current service is experienced by their drivers (both positive as negative) and why, to discover pain points which could be improved via design sprint/projects.