Diego Márquez
00:00
—
A Coruña, Spain.
Designer and all-around human with over 15 years of work specialising in digital products & experiences. Shaping teams and culture craft.
Work
About
Contact
20:39
19:00
15:41
12:16
05:32
04:04
Prayer Times
39°
Mostly Sunny
Riyadh
Today in
Thursday 30 June
The business had already set out an ambitious vision for a new luxury wellness destination. A few hundred people were expected to become several thousand, with more teams, external partners and operational responsibilities arriving along the way.
(Context)
At first, the brief looked like an internal portal. A place for people to find information, share documents and keep up with what was happening across the organisation. But the real challenge was larger than that. The platform needed to work for the company AMAALA was at the time, without becoming tied to structures and behaviours that were likely to change. It had to bring some order to the present while leaving enough room for the organisation to grow into something far more complex.
The platform needed to work for the company AMAALA was at the time, without becoming tied to structures and behaviours that were likely to change. It had to bring some order to the present while leaving enough room for the organisation to grow into something far more complex.
My role leading the project was not simply to improve the interface, but to understand what the organisation was becoming. To listen to the people already working there, identify where information was getting lost and who was making the decisions… thanks to that we were able to reshape the project around a platform that could embrace the potential for growth and scale internally and for their customers alike.
That meant working closely with senior stakeholders, improving the connection between design and delivery, and creating a modular system that could adapt as new teams, content and responsibilities emerged.
(Context)
At first, the brief looked like an internal portal. A place for people to find information, share documents and keep up with what was happening across the organisation. But the real challenge was larger than that. The platform needed to work for the company AMAALA was at the time, without becoming tied to structures and behaviours that were likely to change. It had to bring some order to the present while leaving enough room for the organisation to grow into something far more complex.
The platform needed to work for the company AMAALA was at the time, without becoming tied to structures and behaviours that were likely to change. It had to bring some order to the present while leaving enough room for the organisation to grow into something far more complex.
My role leading the project was not simply to improve the interface, but to understand what the organisation was becoming. To listen to the people already working there, identify where information was getting lost and who was making the decisions… thanks to that we were able to reshape the project around a platform that could embrace the potential for growth and scale internally and for their customers alike.
That meant working closely with senior stakeholders, improving the connection between design and delivery, and creating a modular system that could adapt as new teams, content and responsibilities emerged.
Work
About
Contact