Time 2 eat kiosk and mobile app redesign

Compass Group is the world’s largest hospitality and catering company. They operate in 45 countries and employ half a million people. My role is focused on the Time 2 Eat app and mobile. The T2E service allows users to order food and gain loyalty points at over 700 locations, including Asda stores, Bupa offices, HSBC offices, Adidas offices and Bentley factorys.

Establishing the foundations for discovery

The research aligned with customer goals, business goals, and the high street experience. I interviewed 6 stakeholders across the different restaurant sector locations, validated persona scenarios, and created a feature suggestions roadmap to design and then test.

  • Gathered customer personas, scenarios and goals.

  • Framed customer journey strategy.

  • Developed as-is business operating models for coffee shops, restaurant over-the-counter till and kiosk fast food ordering. 

Expanding user research for deeper insights

By establishing a fortnightly Research Train, the team continuously refined an understanding of Fleet Managers’ needs. Research was curated in Dovetail, and expanded with segment-specific data collection. A two-week diary study with 12 fleet managers and international discovery across 9 EU markets uncovered regional nuances and key jobs to be done insights.

Learnings from users

  • Fragmented platforms were a major pain point, fleet managers struggled to manage tasks across multiple platforms.

  • Fraud prevention was crucial as leasing companies faced weekly risks, requiring stricter fuel card controls.

  • Mobile dependency grew, handling issues in real-time.

  • Europe and ANZ needed adaptable solutions due to compliance and cultural differences despite some feature parity.

WIREFRAMES

I then quickly wireframed the prioritised use case features based on research analysis and shared these with key stakeholders for collaborative feedback. I found testing these prototypes with users helped validate the insights and identify any pain points within the experience.

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Designs

Evolving the current user journey helped maintain consistency and support user learning. Accessibility audits contributed to achieving AA and AAA ratings, and further testing allowed users to identify what was working well and what could be improved.

I worked closely with the development team to incorporate their input. On some occasions, I was asked to create new solutions. I also reviewed the build to ensure the designs were as close as possible to the original, taking a pragmatic approach.

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Outcome

Once the designs went live there was an uplift in usage and positive comments from the users

Analysts stated that the site was now easier to navigate and that they could recommend the Greggs site to investors with a clear understanding of where the relevant content was located. The reports allowed analysts to provide recommendations to buy, sell, or hold shares.

Investors mentioned that they could now use the site to monitor the company’s performance. The Operations Board, who meet analysts when Greggs publishes results to ‘sell’ Greggs, cannot always reach every analyst, so they now use the corporate site as a tool to promote Greggs to investors more effectively.

Meal Deals app Project

Greggs tasked me to introduce the new meal deal journeys. This was designed to enhance user engagement, improve usability, and increase overall satisfaction with an uplift in sales. My role involved applying UX research methodologies and collaborating closely with business stakeholders and users.

New Features included
- Incentives, excite and welcome
- Flexibility + comparable options
- Value baked in simplified choices
- Tailored checkout 
- Collect data for personalisation
- Personalised Easy ordering for everyone



Creating the Meal Deal
For the new meal deals features, I conducted comprehensive user experience research. My process involved the following key steps

To supercharge my primary and secondary research, I conducted one-on-one interviews with users. These sessions employed a cognitive walkthrough technique, enabling me to chart out the primary needs, activities, and processes of diverse user groups that encompass shop managers, assistants, customers, and colleagues in operations.


Ideation
I facilitated multiple co-design workshops, engaging key stakeholders, end-users, and the broader team. Drawing on evidence from our in-depth research, I pinpointed opportunities for innovation. To ensure we were focusing our efforts effectively, I employed prioritisation techniques, complemented by dot voting. This approach not only gave the team a clear understanding of critical issues but also enabled them to craft targeted ‘how might we’ (HMW) questions. These, in turn, formed the foundation for our hypothesis and well-defined problem statements, aligning our design efforts with user needs and strategic goals.

I employed dynamic ideation methods like Crazy 8’s. This immersive experience generated an array of forward-thinking ideas that resonated with our overarching vision. These innovative solutions were poised for validation. While some ideas were pragmatically viable, others required further refinement. A collaborative ‘dot voting’ exercise helped the team gravitate towards the most promising concepts. Our outcome became clear: ‘Create the right product through collaboration and shared insight‘.

Delivery

The delivery phase started by crafting a user flow, merging quantitative usage data from the legacy click-and-collect journey. The journeys was broken down into key moments for the wireframing stage, where I utilised figma to visualise the future-state user experience. At the core, the design encapsulated a visual project management interface, a visual hierarchy designed to empower users with an instantaneous comprehension of the project’s progression within the broader framework. I established multiple versions of this critical component, primed for Usability testing painpoints, I then conducted A/B testing to compare different iterations of the new journey, mitigating the risks and measuring success based on key metrics.

Outcome

The new meal deal journeys mean Greggs customers are getting even more value and the repeat customers have increased by 3% and an increase App transactions from 5.1% in 2022 to 13.6% 2023.