My involvement spanned two distinct phases over several years, reflecting a progression from implementation to structural influence.

Phase 1 – Modernisation & UX Transition

I joined the project as a junior Frontend Developer and spent nearly two years working closely with the UX Designer to implement a redesigned interface for a legacy system that had not been significantly updated since 2015.

In addition to implementation, I was responsible for validating user flows against documented research, pain points and usage scenarios. Through manual testing of prototypes and development builds, I developed a detailed understanding of how suppliers, consumers and administrators interacted with the platform across environments.

During this phase I gradually moved into UX responsibilities. I began creating and testing prototypes, contributing to interaction decisions and ensuring the new interface aligned with the corporate design system.

One of the major architectural improvements introduced during this stage was enabling clearer activation and management of resources across development, testing and production environments on the consumer side.

While validating workflows, I discovered that many users kept external notes containing supplier or resource identifiers so they could quickly resume work where they had left off. This behaviour later informed the introduction of a homepage dashboard showing each user’s most recent activity.

During this phase I also onboarded a new graphic designer to the project, helping transfer product knowledge and collaborate on translating wireframes into the final interface.

Phase 2 – Architectural Planning & Migration Preparation

During preparation for database migration and structural redesign, my role expanded beyond interface delivery into system-level thinking.

I worked closely with solution architects and backend engineers to ensure proposed architectural changes reflected real user workflows and enterprise governance requirements.

• Conducting structured database audits to identify artefact, duplication and inactive entity patterns.

• Analysing legacy user accounts that had not been cleared despite organisational changes.

• Mapping current user journeys against proposed hierarchical models.

• Designing role-based data visibility segmentation aligned with least-privilege principles.

• Creating low-fidelity wireframes to model structural and grouping changes.

• Identifying usability and security risks in proposals that exposed excessive data.

• Supporting API logic discussions where workflow clarity was required.

• Validating assumptions through user interviews before structural decisions were finalised.

During architectural discussions, some proposals suggested exposing large data tables across the interface so users could access all available information directly.

By presenting workflow analysis and structural findings to architects and stakeholders, I helped guide discussions towards solutions that better aligned with operational reality and governance requirements.

The patterns identified through this analysis influenced adjustments to the migration tooling and helped prevent structural inconsistencies within complex supplier group hierarchies that had evolved from long-standing user workarounds.