Portfolio → Case Study

Red
Points

Red Points is a startup that protect 1.300+ global brands from counterfeits, fake websites and pirated content using IA. Two years shaping UX strategy and research for a fast-moving B2B SaaS product, working closely with Product and Engineering.

B2B SaaS Design Strategy UX & UI Research Team Lead

RoleSenior UX Designer → Design Team Lead

PeriodDecember 2020 — December 2022

Team1 → 4 designers

ScopeDesktop · Design System · Research

CollaboratorsProduct · Engineering · Legal · Business · CSM · Marketing

Starting point

A product that worked. A design process that didn't.

The technology was already working well, and the need was obvious: thousands of infringements were being detected every day. But the platform had grown faster than the team's ability to design it consistently. No research practice, no design system, and every new feature was a bet on what customers wanted rather than an answer to a confirmed problem.

When I joined, the design team was 1 person responding all requests. Multiple stakeholders were pulling in different directions: product, business, IT and marketing each with their own priorities, and no shared framework to reconcile them. The result was a platform that had grown without coherence.

Key problems

No UX foundation: no heuristic baseline, no usability testing, no analytics. Decisions based on opinion, not behavior

Inconsistent platform: complex B2B workflows without shared patterns or a design system to hold them together

Misaligned priorities: business requests, product roadmap and user needs were rarely in sync

Design as execution: called in to deliver, not to discover or validate. Every feature shipped was a bet

Red Points, AI-powered brand protection platform

How we worked

Research first, then build. Every time.

I introduced some practices that didn't exist when I arrived. By the time I left, all three were standard across the product team.

01 2021

Understand first

Heuristics and customer research

Full UX heuristic evaluation of every module, severity-mapped. Then usability testing with real customers: the first structured sessions the company had ever run. That gave us a prioritized backlog nobody could argue with.

Outcome

Evidence-based backlog

first time design had data to back every priority

Qualitative dataUsability testing

02 2021–22

Instrument everything

Full product tracking

Implemented Pendo across the entire platform: every screen, flow and feature tracked. For the first time, we had behavioral data to show how customers actually moved through the product. That changed every conversation about priorities.

Outcome

100% of the product covered

behavioral baseline across every screen

Quantitave dataBehavioral patterns

03 2022

Validate before building

Discovery as a gate

New features needed a validated problem definition before entering the sprint. We didn't always get it perfect, but asking “do we know this is a real problem?” changed what got built and how confident we were when it shipped. We complemented this with RICE prioritization, helping Product team balance validated user needs with impact, reach, confidence, and effort.

Outcome

20+ features shipped

all validated before engineering started

DiscoveryAgile

Solution

What matters is the value each feature brings to the user.

Some of the most impactful work wasn't new features at all. It was restructuring what already existed: navigation rebuilt around data, reporting redesigned from dense tables to visual summaries that brand managers could read without calling customer success.

Key improvements

Navigation restructured: module grouping rebuilt around how customers actually move through cases, not how we assumed they did

Bulk enforcement actions: most requested feature, validated with 6 customers before a single screen was designed

Reporting overhauled: dense data tables replaced with visual summaries, less dependency on customer success for basic insights

Evidence module: workflow for collecting and exporting IP violation evidence for legal proceedings, designed with the legal team

Redesigned platform, post-research and post-rebrand

What I took away

What leading design in a B2B product actually taught me.

Data as step one. Having quali and quanti data before making any design changes transformed every conversation. It moved the argument from "I think" to "here's what we see..." That shift is cultural, not just technical, and it's the most durable thing I left behind.

Discovery as a gate, not a phase. Making "do we have a validated problem?" a requirement before engineering start changed what got built. Not fewer features, but better-aimed ones. Less rework. More confidence at launch.

Structures need to evolve with the business. Startups change fast, so the system needs enough structure to create consistency without becoming a constraint. We learned to treat the Design System as a living product, continuously adapting its patterns and components as the product, teams, and business evolved.

RedPoints

A product that worked. A design process that didn't.

Research first, then build. Every time.

What matters is the value each feature brings to the user.

What leading design in a B2B product actually taught me.

CupraA strategic business tool covering 10 markets

Red
Points

Cupra
A strategic business tool covering 10 markets