During my year designing for Schibsted as consultant, I led the design of Tori Autot and later Tori web renewal. Due to project confidentiality, only visuals and examples from Tori Autot are presented.

• Leading product user experience
• Articulating qualitative and quantitative research insights
• User experience flows, high-fidelity UI and prototyping
• Elevate user-centricity at the product, team and org levels
• Sharing and scaling design best practices
• Close collaboration with development
• Supporting project management

The project's goal was to establish Tori Autot as the top player in the second-hand car marketplace in Finland. The service needed a renewal process and was launched successfully after six months. Followed by an outcome-based phase of experimentation and continuous iteration. This achievement was made possible through a robust commitment to user-centered principles and a culture of agile product development.

Embracing user-centricity in a product, and at the company level, means aligning it with business goals. At Schibsted, teams work with business support to set their quarterly goals using OKRs. This empowered our team and members to collectively define what's important, our priorities and the desired outcomes we wanted for our product.

Within this framework, everyone shared a common understanding of project priorities. From design we continuously shared user and product insights to all stakeholders to enable rich conversations. We turned design to serve as facilitator rather than a creative gatekeeper. This promoted a culture of collaboration with a shared language, where developers actively contributed with ideas, for instance, the use of image recognition to read license plates from pictures to enhance our user experience and OKR-based performance. We then collaborated between design and dev to validate new ideas through quick prototypes.

By making user research and analytics data available, we activated a mindset of experimentation for everyone. For example, we conducted AB tests to incrementally improve our ad creation funnel (when a seller makes a post about their car against time). We learned and improve the process a lot, but after a while, we reached a level where no significant improved our key metric (KR).

We redesigned the ad creation funnel. Our hypothesis was that condensing all ad details into a single-page form would encourage users to focus on filling in the missing information, rather than reviewing field by field:

1. User uploads car pictures
2. We use image recognition to identify the license plate, fetch data from registration records and populate most of the form fields
3. User adds car price (can use our estimation tool), description and milage
4. Review and publish

We saw a 30% reduction on ad creation time with the new design. Impacting our Key Result while keeping rich quality of ads as health metric.

Traditionally, design keeps and owns ideas and insights. We changed this by linking design value to business goals when setting OKRs, making design accessible to everyone and shortening feedback loops. We encouraged everyone to incorporate user insights into their communication, whether it was business or tech-related. This collaborative and experimental culture carried over to the Tori web renewal project, where I continued to lead the design efforts. This project was a collective effort involving all team members and not limited to design actions.