Product and Experience Transformation
GoFor
Redesigning a logistics service without breaking live operations
Redesigned a same-day delivery service end to end, surfacing the manual seams that staff were holding together by hand and deciding which the platform should absorb.
- Role
- Strategy and UX Lead
- Focus
- Service blueprinting, Journeys, Multi-audience design, Employee experience
Context
GoFor operates a same-day, on-demand delivery network for the construction and trades industries. The service spans a dispatch platform, a driver app, a customer portal, and an internal operations team. I led a full audit and end-to-end redesign, embedded with leadership and operations.
The challenge
Fast growth left a tangle. Customers booked in one interface, dispatch operated in another, drivers worked from a third, and people filled the seams in real time by phone and text. The service worked because the staff were heroic, not because the platform connected. The redesign had to start with those seams.
My role
Strategy and UX lead across the full service, working with three audiences at once: customers, drivers, and operations.
Approach
- Walked the service end to end and mapped it as service blueprints, naming the manual seams and undocumented workarounds explicitly.
- Decided deliberately which interventions the platform should absorb and which should stay human by design.
- Designed the driver app for one-handed use in field conditions, and the dispatch view around the few signals operations actually relied on.
- Validated with employee-experience research that redesigns removed work from staff rather than moving it around.
Outcome
GoFor gained a connected view of its own service and a design direction across web and mobile that reduced the manual load on the people holding the operation together.
What I learned
In a multi-audience service, decisions that help one group often load work onto another. Making those tradeoffs visible, on a blueprint everyone could see, was the real unlock.
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