In this crucial initial phase, efforts were focused on thoroughly understanding the world of nightlife and hospitality. Research was conducted into how these businesses generally operate, utilizing secondary research and benchmarking of similar platforms to identify their weaknesses and strengths. Existing software and tools were also analyzed in detail. The goal was to understand the current digital “ecosystem” and its challenges.

Then, the real magic happened with in-depth interviews with the managers of each area. Active listening was employed to understand their current processes, pain points, and most tedious tasks. Their ideal process was outlined, and the most valuable features of their tools were uncovered. This immersion allowed for deep empathy with users and validation of business needs, laying the groundwork for a solution that truly solved their problems.

Following the initial research, it became clear that each role within the companies faced its own unique challenges. Therefore, User Personas were created for each key figure, such as the CEO, Purchasing Director, or Floor Manager. It was identified that, while all grappled with data complexity, their pain points and needs varied significantly across different stages of the process. What was data disorganization for one role, might be data timeliness or inaccessibility for another.

For each of the 5 User Personas developed, their specific goals, primary needs, and most pressing pain points were documented. This detailed segmentation was crucial for deeply empathizing with each user type and ensuring that future design solutions were directly aligned with their realities and expectations, avoiding generic approaches.

With User Personas clearly defined, the next step involved diving into the full customer experience from the user’s perspective. A detailed Customer Journey Map was designed, covering the process from role assignment to the creation of the first objective. The goal was to identify the most significant pain points and frictions that caused stress or discomfort.

This mapping revealed crucial opportunities for flow optimization. It was discovered that, for the Minimum Viable Product (MVP), certain processes were not essential and could, in fact, be eliminated to reduce user cognitive load and ensure a simpler, smoother experience. This strategic simplification ensured the final product would be intuitive and highly efficient, focused on solving the most critical problems without overwhelming users.

With user needs and pain points clearly defined, the next stage involved giving visual form to the ideas. Here, the solution to the problem began to take shape. Initial low-fidelity, black-and-white interface sketches (wireframes) were created. These allowed for defining the information architecture, organizing key elements, and determining the layout of graphs and specific functionalities for each role.

This low-fidelity approach proved crucial. It enabled agile manipulation of designs, allowing for rapid and valuable iterations without concerns about visual details like colors or spacing. The primary goal was to validate the fundamental structure and information flow, ensuring the product’s foundation was solid before investing time in aesthetic refinements.

With well-defined structure, information architecture, and user flows, the next step was to bring the design to life with a high-fidelity functional prototype. This allowed for validating the interaction design and observing how end-users truly behaved, ensuring functions were clear, intuitive, and met their expectations.

In this phase, a comprehensive design system was also created. Final colors and typography were chosen, applying spacing rules and visual hierarchy. A library of reusable graphics, icons, and components was established to ensure consistency throughout the interface. Careful copywriting and strategic color usage (60-30-10 rule) ensured the interface was not only appealing but also extremely clear and usable.