GoFor, redesigning a service from end to end.

Executive summary

GoFor operates a same-day on-demand delivery network for the construction and trades industries. Their service spans a dispatch platform, a driver application, a customer portal, and an internal operations team. I led a full audit of every customer-facing touchpoint and redesigned the service from end to end, embedded onsite with their leadership and operations.

The work covered service maps, user journeys, IA, wireframes, and high-fidelity design across web and mobile, paired with employee-experience research to surface where the system was failing the staff who held it together.

The problem.

GoFor grew quickly. The growth left a tangle. Customers booked through one interface, dispatch operated in another, and drivers worked from a third. The seams between them were filled by people, 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 the seams. We needed to surface the manual interventions, name them, and decide which ones the platform should absorb and which should remain human-mediated by design.

My role.

Strategy and UX lead, embedded onsite, working across the full service.

1. Audited every touchpoint.

   Walked the service end to end: the customer order on the web, the dispatch decision in operations, the pickup-and-delivery flow in the driver app, and the support handoffs in between.

2. Mapped the system.

   Service blueprints and user journeys for each of the three core audiences, with the manual seams and undocumented workarounds called out explicitly.

3. Redesigned in fidelity passes.

   Low-fi wireframes to align on flow, high-fi design once the platform behaviour was agreed. Mobile and web in parallel, never in isolation.

4. Closed the loop with employees.

   Employee experience research with dispatch and support to validate that redesigns removed work from staff instead of moving it around.

Unique challenges.

1. Three audiences, one service.

   Customers, drivers, and operations had genuinely different goals. Decisions that helped one audience often loaded work onto another, and we had to make those tradeoffs visible.

2. Live operations.

   The service couldn't stop. Every change had to be sequenced so dispatch could keep running on the previous version while the next one rolled in.

3. Trades context.

   Construction-site users work with gloves on, in cold, in a hurry. The mobile experience had to survive that, not require it to be quiet.

My process, highlights and takeaways.

1. Service blueprint first, screens second.

   The first deliverable wasn't a wireframe, it was a blueprint of the actual service. Every later design decision pointed back to a moment on that blueprint.

2. Driver app, hands-and-eyes first.

   Designed for one-handed use in field conditions. Big tap targets, plain language, minimal text entry, and a flow that worked without reading.

3. Dispatch dashboard, signal over volume.

   The operations interface stripped back to the four signals dispatch actually relied on, with everything else accessible but not crowding the surface.

4. Customer portal, trust through visibility.

   Order tracking, accurate ETAs, and proof of delivery surfaced where customers actually looked, not buried behind logins or status pages.

Selected artifacts.

Final thoughts.

What worked well. Treating the staff as a first-class user reframed every later decision. Once we named the manual seams, the team could decide which ones to automate and which to keep human, instead of pretending the seams weren't there.

What I would change. I'd push harder, earlier, for a single source of truth for orders across the three audiences. We held that conversation, but we could have moved it from a design recommendation to a platform commitment sooner.