When it comes to digital product design, there’s often plenty of work to go around.
Many times, internal UX teams are pulled in a hundred different directions and simply need more hands. IGS Energy is one such team.
IGS delivers energy to residential and commercial customers in the form of gas, electric, and solar. Their core vision is to build a meaningful energy future—which is made clear in their commitment to building best-in-class UX products that help their internal teams to better serve their customers.
While IGS could have bought an off-the-shelf software, they didn’t see the long term value in working around its idiosyncrasies when they could build exactly what they needed with their own team of developers. One problem: their UX team was outnumbered.
We were a perfect fit for IGS because we pride ourselves on making sense out of complicated problems and being advocates for users.
We began our partnership about halfway through the Beta development of this internal platform. Coming up to speed quickly, we were able to work in tandem with the existing IGS team while also having the autonomy to work through features and problems on our own.
Since the onboarding, we’ve adopted an agile cadence. Every week, updates are discussed by a well-rounded team: the product owner, development lead, project manager, and design team. Ideas are challenged, adapted, or thrown out altogether. This collaborative nature lets our teams gel exceptionally well—which means we get the added benefit of laughter and inside jokes.
In other cases, managing multiple working files across teams would be painful. However, we’ve streamlined our process, using Sketch and Abstract to make this collaboration seamless. When updates are completed, they are given a final blessing by the IGS team and pushed to the ~*master file*~. Using this process, we’ve been able to design new workflows, implement massive UI updates, build a prototype for user testing, and a GUI that will be introduced to IGS company-wide.