The problem
Google had multiple enterprise solutions that need to be redesigned for over 25,000 internal Google employees. Projects I worked on include redesign of purchasing within Google, testing and legal compliance, and robotic process automation
The result
For a showcase of work done within Google, please email me at jamesbearhart@gmail.com
The problem
EnerNOC, a data analysis company focused on energy, wanted to create an operational display that would be both impressive to show to visitors, but also useful to analysts
The solution
I led a small team of five to conceptualize designs with the analyst team, and rapidly prototype the display for testing on-site. We had 8 weeks to deliver.
The process
By using an agile design process and a multidisciplinary team working together, while also making the analysts accountable for input into concepts, we were able to deliver what was a very challenging project.
The result
The display received much press on the day of launch and the analysts still use it today.
The problem
Comcast sells internet/phone/tv plans to two types of customers - residential and business. On the business side, all customer orders are handled via customer service, and Comcast wanted to start empowering new customers to order their plans through their website.
The solution
We started with a small scope first - allow existing customers to upgrade their internet plan. By narrowing the scope we could look at a more defined purchasing process allowing us to design the e-commerce experience correctly first, and then expand outwards to more complicated paths (e.g. buying a new plan, upgrading a plan, etc).
The process
Iterative prototyping using sketch wireframes allowed us to test with not just the client, who had a myopic view of how people buy, and actually business customers. The biggest challenge was getting Comcast to understand that how customers purchase against how they think they SHOULD purchase were too very different things, and prototypes enabled us to get Comcast excited about these new design patterns and let go of old ways of thinking.
The result
The launch of this new design pattern was highly successful (including approval from executives at Comcast), and is now currently being expanded to cover more customer purchase paths.
The problem
MetLife needed a way to attract upcoming generations of consumers (Milennial, Gen-Z) to purchasing life insurance.
The solution
We developed and created an app called MetLife Infinity which essentially was a ‘digital time capsule’. Users can store private memories in the form of videos, images, audio to their own lockbox which is held safe within the app. The user can then release memories to loved ones at future dates and times. The app essentially gets users to think about their future, and upsell to life insurance and account management (e.g. saving for a college fund for a future possible child) becomes much more tangible.
The process
Starting with the original successful pitch to MetLife executives, we then developed the app using the standard UX process and launched on iPhone and Android. We localized to Asia after test markets showed the Asian market was the most successful geo to launch.
The result
Generated a x5 media return with no spend. ‘Metlife Infinity’ was the most successful insurance app launch in Hong Kong history with downloads at x2 the rate of any other insurance apps, 40% opt-in consumer rate.
The problem
Many companies need to create a design language than encompasses a multi-platform strategy. But what platforms should a business invest in.
The solution
For many companies, especially in the financial services sector, I advised not only best bets to extend a company’s applications, but also provided design translation to take a client’s design patterns and apply them to a different tech. Windows 8 and Android were the most common asks for design translation.
The process
For this type of project, both training with the internal design team was a must, but also getting intel about their customers allowed us to create a smart product strategy.
The results
Financial clients tend to be more demanding in seeing what they want on the platform they want, so our ability to translate to another platform in a fast time-to-market fashion became an invaluable part of any consultancy I did.
The problem
As part of my role at BlueMetal, we worked with entrepreneurs to rapidly develop prototypes that can be put into the market.
The solution
Peep was one such product - its central premise was the idea of live-streaming concerts and events and creating shared photo/video spaces with your friends, so that no moment is missed. Can’t make the concert? A peep friend can live stream for you.
The process
Peep’s design and development was very rapid. We had to get a prototype into the Apple store in a month. This required a 3 person team (2 developers, one designer) to rapidly create a bug-proof product that can be tested in the real market, to provide back-up data for the founder in investor meetings.
The result
Product development of this type is effective because it tells the entrepreneur and investors if the idea has any real legs or not. One thing we found on release was, that Peep wasn’t a strong enough differentiator in terms of experience to stand out amongst competitors of the time like Instagram, Periscope, and Twitter.
The problem
We were approached by an entrepreneur who worked in TV who had an idea about casting. The current casting process for reality tv is very manual, opaque, and ineffective.
The solution
We worked together to define and create an app that would digitize the casting process - from submitting as an applicant by answering the same questions each applicant receives through their webcam, through to viewing as a producer and being able to sort through thousands of applications quickly with filters such as gender, race, as well as approved by PA. We also experimented with making some castings transparent so that the public could vote for people they wanted to see on a show.
The process
We had to develop a solid application process that was easy to use for both applicant and production staff. Also this was a white-labelled product as we wanted to be able to test drive it using a real show, in order to license the technology to other shows. So the design had to be adaptable to brands, but also have a tight user experience.
The result
The application is currently used on a lot of Fox Shows. Successful test runs with The Glee Project, encouraged Fox to use it across other properties, including American Idol.
The problem
Build-a-Bear wanted to upgrade the experience of building a bear in its stores to reflect the digital age, but also to drive traffic to its website so it could always know its customer.
The solution
We broke down each of the steps and saw where we could digitize. We also encouraged the user to create a profile upfront during the process, so that when out of the store, they could simply login with their profile online. Some parts of the process were more focused on a fun experience, some parts were business strategy in nature, but also designed as fun to remove any sense of laboriousness.
The process
Countless sketches, renderings and testings were needed for this high profile project as it was going to be launched in key stores throughout the country.
The result
After a low point in sales in 2013, the new digital transformation of its in-store experience allowed for the company to be in contact with their customers online and on mobile. They have increased revenue year over year since.
The problem
On the opening of the 9/11 memorial museum, the organization wanted to encourage survivors to join an online community through digital touch-points, but in a sensitive manner that made them feel they were not exposing their sensitive data.
The solution
We designed an experience for both survivors and the general public, aimed at the public, but with an option to join a community if you were a survivor. By providing an opener experience for all (a way finder app for locating other memorials across the states), we provided a safe space that was optional to encourage survivors to meet others.
The process
This required intensive user interviews, 9/11 survivors communicated to us their hesitancy in joining the community initially but their relief when they did. So our design thinking was to get survivors over a psychological hump by presenting them with something benign, but useful, initially.
The result
Community members who have joined has increased exponentially since the museum opened. We also applied our thinking to other digital touch-points. For example, the timeline that is popular at the museum, we translated it to their website, including the ability to join the community.
The problem
Samsung were looking for new ways to talk about their products. They were finding it challenging to ensure CSRs had the right information of some of the features of Samsung phones.
The solution
We created a video host that would walk customers through the features and specifications of their chosen phone. This was a scripted interactive conversation that kept Samsung in control of their brand and information.
The process
We started with research to understand typically what customers want answers to, so we could being writing scripts. We then shot an actor in front of a green screen providing all the scripted answers, limiting the range to five phones to make the scope manageable for a first test run. A touch screen display allows customers to interact with the host, and picking up a phone activates on the story paths.
The result
This was successful for Samsung because it did not have to rely on e.g. Best Buy customer agents to have knowledge on Samsung phones. It also created valuable data for Samsung in terms of tracking what customers were asking, and what phones they were most interested in.
The problem
The Telegraph UK newspaper wanted to create an experience showing how its digital presence and the way it covers news through various channels, is essentially a powerful advertising platform.
The solution
We created a digital wall and table that showed the ‘timeline of a story’. How when a piece of breaking news is produced, the Telegraphs tracks where it’s shared, the comments, on what devices its viewed, and the demographics of the people consuming the news. We also showed how that info absorption allowed Editors to determine follow up coverage, and where to target that coverage (e.g. 55+ tended to consume news either on iPad or paper)
The process
This was more an experience about telling a story: creating an awesome experience that the Telegraph could use to impress their clients who wanted to advertise with them.
The result
The experience room we created was a huge success, the telegraphs advertising revenue tripled that year, and people such as Richard Branson and Prince Charles were brought through the experience.
The problem
Remax Canada desperately needed an upgraded website with new tools to encourage customers to use a remix agent.
The solution
Designing for mobile was the primary strategy after extensive research. We found prospective customers see a house and look it up as they’re passing it by. So we incorporated location tools into remax’s new design to automatically pickup any nearby listings as a default on phone. We then reverse design to show more marketing tools on desktop/ipad such as VR tours of a property.
The process
This was a classic UX design project with hard deadlines, so we started with a research pod of time first, on which we determined our rollout strategy. Mobile was designed and launched first, with enough time to develop a stronger desktop site. Our number one goal in design was to up the % of customer contacts to Remax agents.
The result
Remax agents contacted through the website doubled within the first month of launch, and continued to rise.
The problem
BlueMetal was a tech consultancy that wanted to offer design and strategy services to their clients. The problem was their brand was poorly designed, and they had no experience in developing a strong brand and online presence.
The solution
Rebranding internally is a challenge, so I applied the design approach in the same way I would any client. I formed an internal stakeholder committee for sign off, did the visual redesign, and then used a responsive design approach as well as content strategy to redo our website.
The process
Starting with research on brand, and logo exploration, we settled on a logo that represented the companies new direction, as well as rebranding our delivery process for the sales team (‘BlueSky’, ‘BluePrint’, ‘BlueMetal’ as opposed to the usual Discover Define Design which made us stand out in a cluttered industry). Using external vendors and internal resources expedited website delivery, and mobile-first design approach reduced our workload. We also created a redesigned blog and started actively blogging to improve our social media presence.
The result
Not only did our design projects increase as well as lead maybe of our projects, within 3 years of me starting, I had rebranded the company and built a successful Design & Strategy practice from the ground up. We were purchased by the conglomerate Insight specifically for our brand value and my practice.
