Petlove - Process Evolution

Petlove is a Brazilian group of companies created to democratize and simplify pet care, offering the best experience for pet owners, and empowering veterinarians and pet entrepreneurs. The main products offered by the company are all sorts of pet trinkets, pet care services, and pet health plans (the ones we were focusing on).

The project goal was to remake the management system (ERP) of one of the group companies (focused on the pet health plans - Porto.pet / Petlove) bringing more flexibility, stability, and personalization to it. The client wanted a system that could fit every business need and logistic needs.

The problem was that all the information about the operations was not so crystal clear and centralized, and this was causing some communication and logistics problems.

They asked for our help to first organize all the knowledge they had about the service itself (almost a complete service design) and then propose a new concept of a management system and flow for them.

I acted as a Product Designer focused on the Research process, together with a team of 2+ designers, a software architect, a product owner, and a squad leader.

At this phase, we needed to understand more about the project goals and the problems we were trying to solve to make sure we were on the right path for the rest of the project. To do that, we did a Briefing Workshop with the client's team (composed of managers, architects, and executives), and from that, we were able to set a better project roadmap to follow.

The main workshop subjects were:

The 5 Whys (to discover all the project motivations)

Main players in the segment (competitors)

Long Term Goals

Strengths and Weaknesses

Contact points and teams

After discovering more about the business itself and all the project goals and objectives, we decided to create a sort of service blueprint to get a more holistic view of the service.

To do that we had to conduct several in-depth interviews with the client's team (this time, real users that were used to the system at the time) and I was responsible for it, so I had to create:

All the interview scripts (we went for the semi-structured method)

The places where we would make the documentation of everything.

After all the 20 interviews with the team, we were able to build the first version of the User Flow as it was at the time, and highlight all the pain points and also the strengths of it.

In this stage of the project, we already had understood all the pain points and contact points of the company's service and it had come the time to build how the service should be and how the new tool should be.

To be able to look at it in a better way, we built a flowchart with literally every single step of the service itself and how the new system would behave and interact with the users. This helped us a lot to make changes and create new formats without having much trouble since we hadn't started the interface building yet.

After defining all the flow that the service and the new system should follow, it was time to define what should be inside the new ERP.

This step consisted in sitting down with the client's team, our architectures, and our designers, and starting to take all our research insights to build what we called Information Architecture (how the information should be organized and what kind of information should be inside the system).

And the results were: