Designing customer experiences across complex digital ecosystems.

Nathan Kopp: Lead/Senior Product / UX / UI Designer

I'm a product designer who bridges customers’ needs, business objectives,
design systems, and technical reality.

  • Introduction

  • Case Study 1: Woolworths

  • Case Study 2: Ramsay Health Care

  • Case Study 3: CI&T/Infomedia

About Me

My role is to turn complex problems into simple, scalable experiences

  • CI&T Infomedia Automotive SaaS

  • Ramsay Health Care

  • Woolies X

  • Cover More

How I Work

People + Product + Technology

Youi needs

  • Customer-centred experiences

  • Complex digital products

  • Design architecture

  • Design systems

  • Technical collaboration

  • Senior stakeholder engagement

  • Cross-functional leadership

  • Prototyping/validation

  • Emerging technology

My experience

  • Woolworths, Ramsay

  • Infomedia/CI&T

  • Ramsay GEL

  • GEL/component libraries

  • CI&T/Agile product teams

  • Ramsay/enterprise programs

  • Product + BA + Engineering + Content

  • Figma/research/testing

  • Claude/AI design workflow

Case Study 1: Woolworths

How do you create a simple customer experience when the underlying fulfilment experience is anything but simple?

Designing transparency across a complex marketplace ecosystem Woolworths Grocery + Everyday Market

2021-2022

My Role.
Senior Product Designer

Contract Senior UI Design | Senior Product Design |
User Research | Testing | User Testing

  • I worked across the Woolworths digital ecosystem, focusing on:

    • Product design

    • UX strategy

    • User research

    • Interaction design

    • Prototyping

    • Testing

    • Design delivery

  • Working alongside:

    • Product Managers

    • Engineers

    • Content

    • Legal

    • Communications

    • Product Operations

The Challenge

Customers saw Woolworths Grocery and Everyday Market as one unified shopping experience.

However, behind the scenes, they operated as two different fulfilment models.

    • Fulfilled through Woolworths stores and fulfilment centres

    • Fulfilled through external marketplace partners and courier networks

    • Multiple deliveries

    • Different arrival dates

    • Separate tracking experiences

    • Unexpected fulfilment behaviour

The Problem

Customers understood the brand. They did not understand the operational complexity behind it.

Customer mental model:
"I thought I bought from Woolworths."

The experience needed to hide business complexity while increasing transparency.

Discovery

To understand where trust broke down, the team used a combination of discovery methods.

    • Voice of Customer insights

    • Mixed basket analysis

    • Customer journey mapping

    • Heuristic evaluation

    • Competitive analysis

    • Baymard research (Qualitative usability testing, eye-tracking studies, and quantitative research)

    • Checkout drop-off analysis

    • Delivery behaviour

    • Customer support contact drivers

Three Experienced Problems

The project evolved through three major
improvements in experience.

01: Multi-shipment fulfilment

Problem: Customers could not understand why items from the same basket arrived separately.

The existing experience treated split fulfilment as an exception.

  • We introduced a clearer fulfilment model.

  • Order #12345
    Delivery status: Processing

  • Order #12345

    Shipment 1
    Woolworths Grocery Arriving Tomorrow

    Shipment 2
    Everyday Market Partner Arriving Later

Design Principles

  • Separate operational complexity from customer complexity.

  • Customers should understand what is happening without needing to understand why.

02: Mixed Order Confirmation

Problem: Customers purchasing Woolworths Grocery + Everyday Market items struggled to understand:

  • What was being delivered

  • When it would arrive

  • Why items behaved differently

This caused basket abandonment and confusion.

  • Created clearer order confirmation patterns:

    Your order contains:
    ✓ Woolworths Grocery Delivery tomorrow
    ✓ Everyday Market Delivered separately

Outcome

  • Customers gained confidence immediately after checkout.

  • The experience reduced uncertainty at the
    highest-risk moment.

03: Order Tracking

Problem: Customers only saw a single order status.

However, the order could contain multiple fulfilment journeys.

This created:

  • "Where is my order?"

  • Support contacts

  • Reduced delivery satisfaction

  • Designed item-level order visibility.

    Your Order Woolworths Grocery
    ✓ Delivered

    Everyday Market
    🚚 In Transit | Expected Friday

Conclusion

  • Simplified complexity across Woolworths Grocery and Everyday Market.

  • Balanced customer needs, business goals and technical constraints.

  • Improved fulfilment transparency across mixed orders.

  • Made order tracking and delivery expectations clearer.

  • Helped customers understand what they ordered, when it would arrive, and what happens next.

  • Reinforced the value of clear, connected end-to-end journeys in complex ecommerce ecosystems.

Key Learnings

  • Design for the customer: Hide internal complexity behind a simple experience.

  • Transparency builds trust: Clear information gives customers confidence and control.

  • Collaboration matters: Strong outcomes come from working across product, engineering, legal and operations.

  • Test and iterate: Early validation helps improve ideas and reduce risk.

  • Ultimately: Good design removes complexity and makes the experience feel effortless.

Case Study 2: Ramsay Health Care

The Challenge

A fragmented healthcare digital ecosystem.

  • → Users struggle to find information

  • → Experience feels fragmented

  • → Teams create inconsistently

  • → Users work harder

  • → Every change costs more

Information Architecture first

Structure before surface.

  1. Understand business objectives

  2. Identify priority user journeys

  3. Audit existing content

  4. Redesign IA

  5. Test terminology and findability

  6. Validate navigation

  7. Then move into visual design

    • Find a hospital

    • Find a specialist

    • Find a service

    • Book an appointment

    • Understand treatment

    • Find quality & safety information

Information Architecture first

From brand to design system

Turning a brand into a digital system:

Brand

  1. ↓ Design foundations

  2. ↓ Tokens

  3. ↓ Components

  4. ↓ Patterns

  5. ↓ Templates

  6. ↓ Experiences

  7. ↓ Governance

Tokens & Subatomic

  • Tokens Subatomics Foundation colour & typography System

  • Atoms icons

Atoms

  • Atoms Grids Foundation

  • Atoms Buttons

  • Atoms Icons

  • Atoms Icons Clinical Quality & Safety Results

Molecules

  • Molecules Forms

  • Molecules Organisms WYSIWYG Blocks Mobile

  • Molecules Organisms WYSIWYG Blocks Desk

Organisms

  • Organisms Content Cards

  • Secondary Theming Hospital Navigation Interactions Mobile

Templates

  • Templates Global Local

  • Hospital Local Solution & New Experience

  • Corporate Local Solution & New Experience

Pages

  • Pages Local

  • Pages Local

Ecosystem:
Global with Secondary Theming

  • Global Buttons & Logo Icons Interactions

  • Global Navigation Interactions

  • First Secondary Theming Corp Button & Icons Interactions Desk

  • First Secondary Theming Corp Button & Icons Interactions Mobile

  • First Secondary Theming Level One Navigation Interactions Desk

  • First Secondary Theming Level 1/2/3 Navigation Interactions Desk

  • First Secondary Theming Level One Navigation Interactions Mobile

  • First Secondary Theming Level 2/3 Navigation Interactions Mobile

Ecosystem:
Local with Secondary Theming

  • Secondary theming hospital navigation interactions mobile

  • Secondary theming hospital navigation level 2 mobile

  • Secondary theming hospital navigation interactions desk

  • Secondary theming hospital navigation level 2 desk

  • Secondary theming hospital navigation interactions mobile

  • Secondary theming hospital navigation interactions desk

Designing for scale

Three pillars:
A design system isn't a library of components. It's a way of making better decisions repeatedly.

  • Shared components, patterns and interaction models.

  • Local teams could adapt experiences without breaking the system.

  • Documentation, contribution models, naming, accessibility and design reviews.

Conclusion & Learnings

  • Unified Experiences: Connected corporate and hospital journeys through a shared IA and navigation model.

  • Accessibility Through Consistency: Consistent patterns improved usability and accessibility across experiences.

  • Governance Enables Scale: Clear rules and reusable components supported sustainable digital growth.

  • Research Drives Better Outcomes: Testing and validation helped refine IA and design decisions.

  • Design Systems Connect Brand & Product: GEL aligned brand, UX, UI and content into one scalable ecosystem.

Case Study 3: CI&T/Infomedia

The Challenge

Modernising a complex automotive SaaS platform.

Project Overview

Infomedia provides SaaS solutions for automotive manufacturers and dealerships, helping them manage operational performance, report KPIs, and gain marketing insights.

  • Senior Lead Product Designer Responsible For

    • Discovery and requirements analysis

    • Reverse engineering existing experiences

    • Defining UX patterns

    • Defining and aligning the design system implementation

    • Creating scalable dashboard and reporting frameworks

  • • Audi

    • Mitsubishi

    • Suzuki

    • Dealerships networks

  • Focused on migrating key reporting capabilities from a legacy platform to a modern architecture while improving usability and consistency.

    • Reporting

    • Dashboards

    • Performance Insights

    • Dealer KPI modules

  • The Migration Involved:

    • 142 report variations

    • 21 Dealer KPI modules

    • 30 client tenants

    • Tenant-specific business logic

    • Different KPI calculations

    • Custom report configurations

    • Legacy UI inconsistencies

The Business Structure

Discovery

Before the team could begin any redesign, it needed to understand how the platform actually worked.

  • Understand the Business Context Activities

    • Review the BRD (Business Requirements

    • Document) and project goals

    • Understand why the modules exist

    • Identify business objectives and success criteria

    • Understand constraints (technical, regulatory, legacy)

    • Meet with the Product Manager, Engineering and SMEs

    • What problem are we solving?

    • Why now?

    • Who are we solving it for?

    • What does success look like?

    • What constraints do we have?

    • Business Problem Statement

    • Success Metrics: Improve task efficiency.

    • Reduce user errors, increase task success

    • Success: improve accessibility

    • Preserve user familiarity

    • Clarify assumptions

    • Understand risks

Design Thinking
Reverse Engineering Before Design

From 142 Screens to a System

  • 142 experiences

  • Common structures

  • Reusable patterns

  • Scalable framework

Pattern Library

  • KPI cards

  • Tables

  • Filters

  • Charts

  • Side drawers

  • Dashboard layouts

  • Export actions

Preview.png
Campaign Builder-1.png
Campaign Builder.png
Creating a New Campaign.png

Before
Legacy Platform

Legacy platform

  • Fragmented

  • Inconsistent

  • Tenant-specific

  • Difficult to understand

  • Business logic hidden in UI

After
New Platform

Scalable Product Framework

  • Consistent interaction patterns

  • Reusable components

  • Clearer behaviours

  • Preserved business logic

  • Foundation for future modules

Design System

Way of Working

Infomedia: What I learned

Three big lessons:

1. Understand before you simplify

You can't simplify a complex enterprise product without understanding why it's complex.

2. Patterns are more valuable than screens

The real design output wasn't 142 redesigned reports;
it was the framework underneath them.

3. AI is most powerful when paired with design judgement

AI helped accelerate analysis and discovery, but decisions still required UX reasoning, stakeholder knowledge and product understanding.

Questions

  1. What are the biggest design or customer-experience challenges you’re hoping this person will help solve?

  2. How mature is the current design system, and where do you see the biggest opportunities to improve it?

  3. How do you balance design consistency and governance with giving product teams enough autonomy to solve their own problems?

  4. How are you thinking about AI changing the way the design team works, particularly across discovery, prototyping and collaboration with engineering?

  5. If we were having this conversation six months after I joined, what would make you think, ‘That was the right hire’?

  6. How are change requests handled, and is there a strong alignment with quarterly roadmaps? 

Thank you.