Fitia Andriana

A brand-new platform for menders

A brand-new platform

for menders

A brand-new platform for menders

Company

Mendi

Industry

Fashiontech

Tasks

Product Strategy

UX Design
User Research
User Testing
Prototyping

Product Strategy

UX Design
User Research
User Testing
Prototyping

Context A two-sided marketplace connecting customers with a network of 150+ menders across Norway for clothing repair and alteration. I owned the design direction for three user groups within one ecosystem: customers, menders, and admin. As the company's capacity narrowed, I owned the product priorities and scope as well.

Challenge Peer-to-peer means the flow only works when both customer and mender act. A mender needs enough information about a job to decide whether to accept it. A customer needs to feel safe enough to complete an order with a stranger. On the old platform, neither group had what they needed to act on their own, so admin stepped in manually to keep each order moving. The platform worked, but only because admin manually filled the gaps.

Production

Hvor mange knapper skal sys på?

–

199 kr

Opptil 3 knapper

Fortsett

Hvor mange knapper skal sys på?

–

199 kr

Opptil 3 knapper

Fortsett

Hvor mange knapper skal sys på?

–

199 kr

Opptil 3 knapper

Fortsett

Process and insight I ran qualitative interviews with active menders and continuously observed the mender community, documenting the findings for the development team. Two patterns stood out.

On the mender side, customer service worked as a middleman because the flow depended on it. Communication opened only once a mender had already accepted a job, so they had to commit before getting clarification. The information customers submitted was scattered rather than collected in one view and admin had to study each case and relay it onward.

On the customer side, I found a trust barrier. Customers chose pick-up points because that was the free option. But it carried a hidden trust cost: they felt uneasy leaving high value garments without confirmation.

I backed the qualitative work with systematic QA: documented issues across several test rounds, which made the work iterative and traceable.

Process and insight I ran qualitative interviews with active menders and continuously observed the mender community, documenting the findings for the development team. Two patterns stood out.

On the mender side, customer service worked as a middleman because the flow depended on it. Communication opened only once a mender had already accepted a job, who had to commit before getting clarification. The information customers submitted was scattered rather than collected in one view and admin had to study each case and relay it onward.

On the customer side, I found a trust barrier. Customers chose pick-up points because that was the free option which carried a hidden trust cost as they felt uneasy leaving high value garments without confirmation.

I backed the qualitative work with systematic QA: documented issues across several test rounds, which made the work iterative and traceable.

Rebranded

Rebranded

Rebranded

Design decisions Each decision follows directly from the findings. I reworked the flow so the mender sees all customer information in one view and can assess a job before accepting it, which lets the mender act independently and frees admin from the flow. I let customer and mender communicate and arrange delivery and pickup directly, independent of pick up points, which meets the trust barrier head on instead of leaving it behind a free option. For the admin group, I designed a new dashboard that brought order detail lookup down from four clicks to one, turning a manual workaround into a fast, purpose built tool.

Prioritization and scope Stepping in as interim CEO meant I owned what shipped and when, not only how it looked. I triaged documented issues by severity and by impact on the core two sided flow, fixing what blocked customers and menders from completing a job first, and leaving polish for later. I made deliberate cuts: work that fell outside the critical path was scoped out of this release so it would not delay it. Holding that tension between an ambitious vision and real constraints was as much a part of the role as the interface itself.

Result A mobile first, conversion oriented platform with a new visual identity and design system, now in production. Menders describe the new communication flow as clearer and better structured, and the redesign makes customer service an edge case tool rather than a step the flow depends on. The admin dashboard turned a slow manual process into a quick one. Together, the changes let each user group act on its own, which was the goal the old platform never reached.