https://www.simbamuganiri.co.uk/homepage daily 1.0 2026-06-26 https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/0aba09fa-9246-4452-b521-8536546f0d85/98E5384D-8780-4C18-99EE-954FD828E498.jpeg https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/d4f1fc44-340b-41fe-9de9-a43f608778a8/Frame+1.png https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/6416fcbd-4dcb-4b8d-badd-11563e403680/MHR_Logo_RGB.png https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/3d52c012-a780-44e4-a417-abd55fc200be/Custom+Size+%E2%80%93+3.png https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/86522f34-4986-49e2-91f0-00f893d99c31/Custom+Size+%E2%80%93+1.png https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/7bf5d678-49ec-4659-827a-2923f504c1ba/Custom+Size+%E2%80%93+2.png https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/a8b1e61b-308a-4c2e-81a5-402941b79d5d/Custom+Size+%E2%80%93+4.png https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/45d5f5f6-4b27-4953-9e8c-2333d685ce84/Centralised.png https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/42079b1a-a949-4d75-9203-750e560533f7/Boots%3AIphone.png https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/e4c81e8a-49a9-4923-a974-e8aa0e37e44e/Boots%3AIphone_2.png https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/2b152841-8ff5-4ac7-bd34-d56d2491b05a/EBX_T_TWsAInqxU.jpeg https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/3f462cc3-0fac-48bd-8736-83c798bf5319/DC0F6781-F0AE-441F-B203-96E918320EE9.JPG https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1625360709247-0DLP1RTGXX6UD2DSVAZY/Group+1%402x.png https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1635013563289-G8GOQP2Z4028ZLOW67PF/Group+3226.png https://www.simbamuganiri.co.uk/give-me-a-shout daily 0.75 2026-06-26 https://www.simbamuganiri.co.uk/clinical-partners daily 0.75 2025-08-19 https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/776c6412-3e9c-4337-8bc2-334f5e7804bb/Date+Picker+Desktop%402x.png Clinical Partners https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/8dec7d8a-52cc-498d-a276-b4e97ac8c0ff/Screenshot+2021-07-05+at+17.50.34.png Clinical Partners https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/489aca02-1480-4126-b0ac-a4ecef6cc483/ezgif.com-gif-maker+%289%29.gif Clinical Partners https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/97873d87-bd86-4261-a65b-c625515960c4/Book+An+Appointment+%E2%80%93+2.png Clinical Partners https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/7b56577f-79c7-4f56-93bf-2667d105195e/Date+Picker+Mobile+Empty+State.png Clinical Partners https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/3ee9d93a-bd4e-4b83-9c91-983cd35d152f/Payment+Page.png Clinical Partners https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/a5e9f94c-3744-45b1-8a3b-aca8a017c031/Screenshot+2021-07-05+at+17.57.59.png Clinical Partners https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1625360709247-0DLP1RTGXX6UD2DSVAZY/Group+1%402x.png Clinical Partners - Clinical Partners Overview Defining and improving a platform built with the Salesforce CMS for clinicians and patients to book and host therapy sessions through Zoom video calls. Responsibilities User testing, research, conducting demos, wireframing, prototyping and interface design. Year 2020 - 2021 Location Remote (London) https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1625410583001-85CGIGRMK6M0Y1XESD9N/screencapture-uat-clinicalpartners-cs109-force-patients-s-2020-12-18-09_26_46.png Clinical Partners - Wireframes and Understanding For the first few weeks, I familiarised myself with the platform in its BETA form. I also studied the wireframes that the stakeholders had produced to understand their way of thinking, their goal and their perception of the final product. At this point, most of the correspondence was done by the triage team via email and phone calls to connect the Clinicians and their patients. This left a lot of room for errors. I researched and benchmarked other competitors in the same sector, in addition to reading customer reviews and feedback which helped to provide qualitative research and further understand the user’s needs and expectations based on affordances. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1625413472975-3445CWA80G40HA5TMLUK/image-asset.png Clinical Partners - Interpret First, I summarised the knowledge gathered about the users into variously estimated personas, after which I traversed through the user’s journey, and identified pain points at each stage. For example, I considered: Do we need a search bar on the home screen for patients? Could patients benefit from having a profile section with some limited control? What was the best way to resolve patient queries? The Clinical Partners contact telephone number had previously been used, even though resources were limited resulting in long waiting times and negative trust pilot reviews. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1625436232736-GLB28XZ1BHEJFEK2RAD3/screencapture-uat-clinicalpartners-cs109-force-patients-s-2020-12-18-09_26_46.png Clinical Partners - In-Depth Interviews and Usability Testing Trust pilot reviews played a big part in helping understand the current frustrations with the processes; this helped align the goals with the wider team. To further understand where the pain points were stemming from, I conducted in-depth interviews with the triage team and clinicians. Neither party had seen or used the portal at the time. So I structured the interviews by firstly talking about their current roles and experiences for the first half of the interview. This provided a lot of detail and understanding of what we needed to prioritise from both a patient and clinician perspective; patients require the portal to be user-friendly and considerate of their delicate mental health, whereas clinicians purely need it to be efficient. For the second half of the interview, I introduced the portal to the users with several tasks set out. From the patients’ side of things, the feedback was more opinion-based depending on previous requests that the triage team were used to receiving. Feedback on the clinicians portal was very intriguing because aesthetics were almost not mentioned; most of the feedback was priority and efficient based. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1625423805671-3NZNBGCDU39BAT1JYUUH/image-asset.gif Clinical Partners - Card Sorting and Affinity Diagrams After conducting several interviews, I had a card sorting session with the Product Lead. With the country being in lockdown, I could not host a workshop with the wider team but I managed to have a video call with the development team where we had an open discussion about the feedback with each member providing their thoughts on it. We replayed the interviews and started an affinity diagram from the feedback notes we had taken. The main takeaways that were the highest priority were: The standard Salesforce calendar format was not very user-friendly and lacked clear instruction. The appointment list view was very confusing and needed the ability to filter the categories. Zooms links in both portals were not clear to the users. The patient mobile portal needed much improvement as a high level of patients would be accessing it from a mobile device for privacy reasons. Clinicians seemed less concerned with the design but were more concerned with functionality and how this would improve their day to day workload. Talking to the development team also helped me understand the capabilities and restrictions of Salesforce as a CMS and which APIs we could integrate to improve the portal experience. This gave me some clarity on my future design thinking. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1625443710250-D07F2WM4E2B2E0QD8G2W/screencapture-uat-clinicalpartners-cs109-force-patients-s-2020-12-18-09_26_46.png Clinical Partners - Portal Audit and Clean Up Instead of building a completely new platform, we decided to work on improving the current BETA portal that had been built. Although the feedback from the research was not great, some good components had already been built that just needed slight improvements. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1625443324079-EUBKO5XWSD3M2NA3CUSV/image-asset.gif Clinical Partners - Design Systems Whilst auditing the platform, the marketing team was working on a rebrand for the brand and I decided it was necessary to collaborate with them on creating a design system that was kept in line with the new brand guidelines keeping all channels consistent. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1625493224322-FQ2KBP4YEUBMM8PIMNQL/ezgif.com-gif-maker+%286%29.gif Clinical Partners - User Interface and Component Design The main priority was designing a user-friendly interface for the Patient Portal that prioritised the needs of the user with components that consider efficient functionality and accessibility. This was mainly achieved by affordances from universal design systems the general public are accustomed to. From the research gathered we prioritised: Outstanding action prompts that need immediate attention to proceed with appointments. A more accessible list view component that is simple to navigate. Viewing upcoming appointments on the homepage. Adding a Zoom link in the list view for quick access to the appointment. Including a “Book Appointment” call to action in the header on the desktop interface and in the menu on the mobile interface. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1630334697222-LQIZFM1CYE8IP0ZV9QMR/ezgif.com-gif-maker-4.gif Clinical Partners - Defining New User Journeys Because of the existing face to face business model, there was a lot of room for experimentation with the best practices for some of the user journeys. Most of the user flows were formulated with reference to competitor benchmark research which I had done earlier. The most notable journeys that took some fine-tuning from User Testing were: The “Book Follow Up Appointment” flow. Patient questionnaire form filling. Clinician report filling which featured 13 unique reports with different formats depending on the subject matter. Patient and clinician email onboarding flow https://www.simbamuganiri.co.uk/nolea daily 0.75 2021-10-26 https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/faad4cba-58b7-4cbb-a221-60079df38ec2/Screenshot+2021-07-14+at+23.39.28.png Nolea https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/12264688-102d-48cc-8a39-80e40c913c9f/Screenshot+2021-07-14+at+23.40.27.png Nolea https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/6f7ec003-58f4-45dd-9f89-22643af84f4f/Web+1920+%E2%80%93+7.png Nolea https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1625581755577-PVWP8RWH76DX56KXXNZB/Group+1%402x.png Nolea - Nolea Overview A modern (API first) platform to help healthcare HR/compliance teams automate license verification and credentialing processes. Responsibilities UX Consultant, Benchmark research, prototyping and UI Design. Year 2020 - 2021 Location Remote (London) https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1625956458629-WG82A9S1MUSNGHPX5OT3/Screenshot+2021-07-10+at+23.33.48.png Nolea - Journey Mapping We started by conducting in-depth interviews with healthcare administrators and mapped out how Clinicians were onboarded with healthcare providers. From these interviews, we quickly realised that we had been looking at the product from the administration end alone but we needed to look at it from the clinicians’ side as well. We needed to look at it as an end to end process that would be efficient and stress-free for both parties. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1626009029249-5FG8P06GTPXWDC9UFK1D/Screenshot+2021-07-11+at+00.25.00.png Nolea - A New Goal This led to having in-depth interviews with clinicians on how they go about providing their credentials to health practices. We realised that there was a lot of back and forth between Clinicians and Administrators done either by email or by phone call to clarify and verify credentials. This process caused most of the pain points and became our main focus. We started asking ourselves new questions: How can we give clinicians the responsibility of keeping the documentation up to date? How can we have automated checks for clinicians in real-time? How can we make the checking process for administrators much easier? https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1626211840556-29NOZOC4C3RCWB9D5IJR/ezgif.com-gif-maker-2.gif Nolea - Early Concept Whilst the development team were researching the API integration of the product, I started working on a concept interface of the product. Based on the research I had done, I started prioritising what we needed to showcase in the UI and how it would flow between the two types of users we were considering. From the admin user, I initially looked at it from a desktop viewpoint and for the Clinicians, I started from mobile devices. This brought me to a compromise for both interfaces with a tablet view. which could be easily translated to both desktop and mobile with ease. This early concept also helped the wider team better understand the idea from a visual point of view and became a stem that everyone could branch out from. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1626299797236-5WZ6XX0UT5N20UPG977W/ezgif.com-video-to-gif.gif Nolea - Early Concept Using the concept as a foundation, I started developing a more functional and accessible interface. With the information gathered from interviews and pain points, we had unravelled, I began prototyping some mid-fidelity prototypes with functional flows for the developers to start testing and experiment with. These included: A dashboard with prioritised sections divided into statuses Quick access to onboarding forms Ability to upload and view documents List views with document statuses Ability to track an account https://www.simbamuganiri.co.uk/fly-ux daily 0.75 2021-10-26 https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1625359166543-JVBPSSSM9ESLYIHLF04T/bookphone.png Fly UX - Booking Flight App Overview Researching and prototyping an airline mobile phone app that showcases the most efficient way for an individual to book and pay for a flight. Responsibilities User testing, research, wireframing and prototyping. Year 2018 Location Remote (Glasgow) https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1628630592553-TBNE85RK6U8AXF9N44EG/ezgif.com-gif-maker-3.gif Fly UX - Competitor research and benchmarking I began by familiarising myself with some of the most popular travel apps that users were most accustomed to. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1630338274583-Y86ORT34CDTLAAK6TMQ2/Web+1920+%E2%80%93+1%402x.png Fly UX - Competitor User Testing To further my benchmark research, I began user testing popular flight booking apps. The first test was for the user to book through a well established international airline. The users found this process very straightforward and efficient. As mundane as the UI was, they seem to merit the fact that it was simple which meant they could always trust the process. The second user test was to a flight for a group on a low budget continental flight. At first glance, the users voiced that the app provided too much information. They were created with multiple offers which left them confused on how o begin their booking process. As they progressed through their booking they were presented with multiple offers at each turn. By the time they finished their booking process, there was self-doubt about what they had done and if they had made the right decisions. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1630338494679-WVR6H5GIOMG7HHVB8KYI/Screenshot+2021-08-30+at+16.38.51.png Fly UX - In-depth User Interview To get more in-depth data and further information I held a user interview with a frequent flyer who travels around the world and is familiar with multiple booking formats. I was looking to learn about affordances the user would expect and common scenarios the user would be booking flights in. The results were very interesting and brought attention to issues like security, trust-building and data protection I had not yet considered. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1630346549666-3RZMBKUPCITG0DPKM8KH/ezgif.com-gif-maker-5.gif Fly UX - Card Sorting and Affinity Diagrams Combining the information acquired from the user tests and interviews, I began card sorting the information and building an affinity diagram. I categorised the reoccurring points of interest as for early flow creation purposes. The categories I came up with were: Planning Research Booking General app feel Positive user comments Negative user comments Closing experience https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1630346977664-LZW5TN0ZL2G7WCPG0RY4/Simba+Muganiri+Customer+Journey+Map.jpg Fly UX - Customer Journey Map Creating a customer journey map helped to analyse some key factors within the end to end process of the booking flow. With the research data gathered, I was able to point out exact moments that needed the most attention to amplify the end to end experience. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1630348145644-OCDVDDP7URKQY4DYHBTX/Simba+Muganiri+Flow+Diagram+For+Mobile.jpg Fly UX - Mobile App Booking Flow I began creating a simple flow for the booking process. The purpose of this was to clearly understand the end to end goal for this process. This is very beneficial as it helps clarify and prioritise the whole user journey. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1630348651351-IB0YA3SDAT0TT8GXDOQV/ezgif.com-gif-maker-6.gif Fly UX - Design Systems This is where I began to go more into depth with the layout and wireframe of the app. This process gave the app structure and allowed me to add the necessary details and functionality. Most of the systems were taken from affordances that I had noticed in the research. Instead of trying to re-invent the wheel, I chose assets that most users are familiar with and already accustomed to. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1630349817648-MLJ8BVA5UZ4KYHOOB4SG/Screenshot+2021-08-30+at+19.56.34.png Fly UX - Interaction and Functionality I began defining the interactions and functionality of the systems. By adding these annotations, the design became easier for the development team to understand its functionalities. Having these annotated wireframes also help the wider team understand the complete app at a much earlier stage to avoid costly iterations at a much costly stage of the building process. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1586965220332-HL8OJX728X2Z70JKAF59/Fly+UX+Protoype.gif Fly UX - Low Fidelity Prototype The prototype was designed at a basic level without too many UI aesthetics. Building this was very straightforward considering the previous wireframes. This prototype was built solely in Adobe XD with the assistants of UI kits. When testing the prototype, a few more points came to light. The design needed to consider mobile keyboards and how the final UI should be structured to avoid user complications. The prototype was built with accessibility in mind with clear call to action assets that the users would be easy to recognise. https://www.simbamuganiri.co.uk/adzooma daily 0.75 2021-10-26 https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1635024517800-LU2IS7EUMPSAVXIODMM4/Group+3226.png Adzooma - Adzooma Overview Producing a new UI for a Saas platform website with researched UX principles in mind. Responsibilities Research, wireframing, prototyping and interface design. Year 2019 - 2021 Location Nottingham https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1635111553466-IIUJAM2SJ18B77O6GS2S/Feedback+%E2%80%93+1.png Adzooma - Collaborative feedback The first session was making all the parties aware of the new goal, from the Development team to the Sales team. I hosted sessions with the wider team that had a direct link to the current target audience for feedback on the current website or any information that could help the new goal. (Customer Support Team, Sales Team) https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1635112191407-TQVOFTU8BHSI8MKTIPB1/ezgif.com-gif-maker-8.gif Adzooma - Benchmarking The new business structure also meant looking at a wider benchmark with a larger variety of opportunities. Some note worthy industry leaders allowed me to showcase to the stakeholders which direction we were willing to go and how we were going to present it. This helped build trust and confidence with the wider team, making everyone supportive and keen towards the end result. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1635262394510-WBNW6H6M4O0WX533H338/Artboard+%E2%80%93+2.png Adzooma - Design Systems Along with new brand guidelines, the digital design systems went through a redesign which also meant a new CSS library. This was a collaborative effort between the design and development teams. All the assets were created with a new CMS in mind. This build was being designed with less development time in mind. The site needed to be interchangeable with a quick turnaround with live edits. This would especially be crucial for A/B testing purposes. The new design systems were not set in stone as part of the goal was to user test the website as much as possible. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1635261937589-LR15K7YKNRQJTOYQ30JF/Artboard+%E2%80%93+1.png Adzooma - Illustrations The new brand also came with a different approach to a wider audience. This meant a more literal approach which was less technical was needed to make the software appear more digestible to every level of user. The feedback also suggested that we needed a friendlier less co-operate look. The best solution for this was more illustrations and less stock imagery. The software could also appear intimidating to entry-level users so we going to only showcase a few assets and not the whole platform. I settled on 3D rendered illustrations that I create in Adobe Muse. The illustrations had a consistent use of colour to keep them in line with the new brand guidelines. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1635285448964-J1FZ120YD0QRABFAJ3Z7/ezgif.com-gif-maker-11.gif Adzooma - Mobile Prototype It was a no brainer that most of our marketing channels will be targeting on social media which also meant our mobile traffic would be high. We decided to make the mobile site priority which meant design systems and copy structure were considered for mobile first. The result made the relativity to tablet and desktop much easier, especially for the development team. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1635284761909-4981QQLVOMPUQ4UQ25M3/ezgif.com-gif-maker-10.gif Adzooma - Desktop Prototype The final design strategically emulated what the stakeholders had briefed. Collaborating with the wider team proved to be very resourceful and effective. The brand guidelines, tone of voice and design systems complimented each other well because everyone had the same goals in mind and understood the assignment. https://www.simbamuganiri.co.uk/mhr daily 0.75 2023-06-23 https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/c4a4c79d-df8e-48f5-b3b8-a9bd69d88a0e/Insights+overview.jpg MHR https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/84aa1df3-177c-41f3-9aa6-3af519472025/Screenshot+2023-06-23+at+01.12.20.png MHR https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/710bc9cc-a01d-442a-b772-953227038698/Screenshot+2023-06-23+at+01.08.47.png MHR https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/1292aa21-86b5-4152-8e97-8d1889eb2693/Configuration.jpg MHR https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/bea03c8e-28df-4178-be41-bd82d94f20e9/Screenshot+2023-06-23+at+01.12.33.png MHR https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/dbcde5cd-a431-46d7-9524-696386baff9c/Screenshot+2023-06-23+at+01.13.12.png MHR https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/49b86f71-4bf0-4b96-8a04-b67fca7f87af/Screenshot+2023-06-23+at+01.10.06.png MHR https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/e0504005-1c13-492b-bc5c-0ec41b9ddb93/Macbook+white.png MHR - MHR Overview Improving and innovating a Finance, HR & Payroll product to be more user-friendly for administrative and workforce users across multiple job sectors. Responsibilities Journey mapping, research, user interviews, wireframing, UI design, and prototyping Year 2022 (Jan-Oct) Location Nottingham https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/9276be5d-2781-470c-a3d9-12e4ad031e5f/ezgif.com-gif-maker-14.gif MHR - Journey mapping We started looking at the existing features we already had in the platform and considered how we could combine them to make more considerate user journeys. We studied the features to see how we could combine and improve them for efficiency and easier navigation. One request from the stakeholders was a people management feature that would assist in employee finding, job transfers, and general management. We realized that the layout and structure we were after were similar to that of the existing comparison view which was also requested to be in the HR app. The comparison view already had some functionality we could use for people management so we treated it like a base layer. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/311a23f9-af33-4d44-b942-2b5d1e86d87d/ezgif.com-gif-maker-15.gif MHR - Feature conceptualisation To efficiently understand some of the behaviors, I rapidly sketched a lot of the ideas that were being discussed with what I thought would be the best user-friendly solution. This helped in getting everyone to understand the functionality and signing it off without investing too much much time. The HRM app (Human Resource Management) was going to consist of a lot of features that were owned by different departments, this meant I had to consult with other Product Owners, Researchers, and UX Designers for any updates and findings on their current features. This collaboration helped me better understand certain functionalities and why they were the way they were. This was also exciting for the wider teams as it gave them a chance to push more innovative ideas they had in their backlogs. The concepts included ideas such as task management, organisation chart navigation, profiling, and table management. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/4499e81e-70ba-4409-839e-2100794656d3/ezgif.com-video-to-gif-4.gif MHR - Navigation With the navigation, we were trying to enhance usability and ensure smooth interaction. We designed clear, streamlined menus that the user could access via the top navigation bar. These menus would slide in, taking up only a fraction of the page as an overlay. The left-hand menu was created with the idea of custom personalisation to give the user quick access points to their preferred tools within the app. This empowers users to tailor the navigation to their specific needs, improving efficiency and reducing cognitive load. The right-hand menu would keep the user informed about relevant active tasks, with the ability to view them at a personal or team level. This functionality would aid as a to-do list for not only an individual but the whole team, making sure nothing is missed and everything is accounted for. https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/fbebabdf-7b8e-4463-ac8a-14e935eb670e/ezgif.com-video-to-gif-6.gif MHR - People & Task management The task list was only the start of solving the people management issue that our users had brought up. The next phase was looking into how the users could actions some of these actions efficiently and with ease. The research revealed that most people management was done in Excel which prompted us to work with a spreadsheet table format. I effectively grouped and categorized data, used appropriate column headers, and implemented filtering options to allow users to quickly find and manipulate the information they needed. Our research also prompted us to add some enhancements that would optimise the admin's workflow. The key enhancements to the table were the To-do list, which would act s a reminder and set a task hierarchy for the HR admin, a Profile viewer which would allow the admin to quickly view an employee's full profile and status, Quick actions which were a set of the most frequently used actions by HR admins for People management, and group bookings which would allow Admins to make quick actions on whole departments without manually actioning each individual of a group. https://www.simbamuganiri.co.uk/centralisingtheuxteam daily 0.75 2026-06-26 https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/d94c69df-56d9-4b93-aa50-4cbdb44d1ee1/Centralising+UX+Feedback+%26+Improvements3.jpg https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/30f2e8af-806f-48e8-8b80-14613e7290e5/Centralising+UX+Feedback+%26+Improvements12.jpg https://images.squarespace-cdn.com/content/v1/5e66d477992e7f116bd5aa70/f0031af3-fdb7-4331-acca-247a73445369/1751529063110.jpeg Centralising the UX Team - Centralising the UX Team at MHR Overview As the Senior UX Designer and acting Head of UX, I led the transition from a distributed UX model to a more centralised operating model across People First and iTrent. The goal was to improve consistency, accessibility, governance, and team effectiveness, while creating clearer engagement points between UX, Product, and Engineering. This work helped reposition UX from a reactive delivery function to a more strategic partner in planning, prioritisation, and product decision making. This case study outlines the problem, approach, change journey, and impact, with a focus on leadership, organisational design, and delivery outcomes. 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